I have been working as a PR consultant for consultants for around 30 years. Accordingly, I have already written many articles on leadership concepts, as it feels like every second consultant (also) specializes in the topic of leadership.

Leadership concepts are a dime a dozen

Some of the countless labels under which I have written articles on the subject of leadership on behalf of consultants and placed them in print and online media are listed here in alphabetical order:

• Agile leadership
• Change Leadership
• Conscious Leadership
• Digital Leadership
• Empowerment Leadership
• Future Leadership
• Inclusive Leadership
• Influencer leadership
• Lean Leadership
• New Leadership
• Next Generation Leadership
• Next level leadership
• Mindful Leadership
• Modern Leadership
• Positive Leadership
• Professional Leadership
• Remote Leadership
• Situational Leadership
• Transformational Leadership
• Virtual Leadership.

All leadership concepts are - more or less - right

And can I tell you something? Ultimately, all of the aforementioned leadership concepts were right. Because if you disregard the focus in some of them on certain groups of people such as women or members of generations y and z, on changed framework conditions such as increased work in hybrid or virtual teams and on real needs or those that consultants have recognized in companies, such as agility, change and transformation, then the core statements of all the leadership concepts mentioned have been almost the same for 30 or 40 years. They are:

• "Leadership must change."
• "The mindset of managers must change." And:
• "Managers must develop into relationship managers who empower their employees."

Please value the managers and their performance!

That may be true. But I sometimes ask myself: What is going on in the mind of a manager who is confronted every three or four months with a new leadership concept that purports to "revolutionize" leadership, and who for years has been reading "leadership must change", "the mindset of managers must change", etc. in what feels like every second leadership article, as if nothing has changed in the area of leadership in companies in recent decades, even though completely different people are in management positions today than 30 or 40 years ago.

I suspect that as a manager I would become depressed in the long run or at some point think: "Leave me alone with your 'bullshit'. You have no idea about leadership; you're just spouting ideology."

Leadership is a highly complex and multi-layered task

And I have to admit, from my point of view, managers would even be partially right. Because if you take a closer look at leadership concepts, you often get the impression that (employee) leadership is an end in itself. However, this is never the case in a business context. In this context, leadership always has a serving function: it serves to ensure that the area entrusted to the manager fulfils its function in the organization. Anyone who sees this differently is spreading ideology!

In addition, when reading some leadership concepts, one gets the impression that the only task of managers is to lead their employees or to be their "leader". This is not true! Every manager is also a division, department or team leader who must ensure that the area entrusted to them makes its contribution to the success of the company and achieves its (usually predetermined) goals. This is and remains their core task.

In addition, every manager is and remains the disciplinary superior of their employees, who also decides on their professional well-being and advancement. The "Duz" culture in many companies does nothing to change this. Due to this function, managers must also make tough decisions from the perspective of their employees or support and implement decisions made by their own superiors - which is currently the case more often than not at a time when many companies want to (or have to) make savings and cut staff.

Empowering managers to maintain their confidence

In my view, anyone who negates the aforementioned functions of managers - such as being a division manager, disciplinary superior, etc. - is also negating the complexity and multi-layered nature of the management role, which is precisely what makes it so difficult and challenging to perform effectively. As a result, it ultimately cannot contribute to the fact that for fewer managers, "being challenged" turns into "being overwhelmed" and they increasingly resign (or even burn out).

In my view, however, such "empowerment" is currently urgently needed. After all, if managers increasingly lose hope and resign because they are overwhelmed, then they no longer radiate the confidence "We can overcome the challenges ahead of us if..." in their dealings with employees.

However, it is precisely in difficult times or times of rapid change that they must radiate this, so that their employees maintain a positive view of the future despite all adversity and have, if not the belief, then at least the hope that "We will make it if...".

Managers need a positive view of the future to be effective

That's why, for example, I can really get behind the positive leadership concept, as advocated by the Positivity Guides, Berlin/Braunschweig in their book "Positiv führt! Empowering Teams and Organizations with Positive Leadership", because: This concept places a strong focus on promoting and preserving hope - even in bad times, when many employees increasingly lose their confidence because they can no longer see any light at the end of the tunnel due to the many crises etc.

The same applies to the influencer leadership concept of IFIDZ founder and director Barbara Liebermeister, Wiesbaden, as it emphasizes the importance of managers as influencers of the mindsets of those around them, which is increasingly becoming a core task of leadership.

To the author:
Bernhard Kuntz is the owner of the PR and marketing agency Die PRofilBerater, Darmstadt (www.die-profilberater.de). Among other things, he is the author of the education and consultancy marketing classic "Die Katze im Sack verkaufen: Wie Sie Bildung und Beratung mit System vermarkten" - offline and online". Time and again, he also critically reflects on various topics relating to his consultancy mandates, including in marketing.

What is the salary and employment situation of people with a degree from a Swiss university of applied sciences (UAS)? To answer these questions, FH Switzerland conducts the UAS salary study every two years. In 2023, over 13,000 people took part. The study provides an overview of various sectors and UAS disciplines and serves as a benchmark for current salaries for both employees and companies. UAS Switzerland is the umbrella organization of UAS graduates, with 44 affiliated organizations.

This year, the survey also includes questions on the topics of self-employment and working conditions, such as working from home, part-time work and additional benefits offered by employers. This means that social developments that have an impact on our work and remuneration are also included in the study.

Participants can take part in the survey via desktop, tablet or smartphone until March 30, 2025. The results will be published at the end of May. Anyone taking part in the FH salary study will receive a free login, which can be used at www.fhlohn.ch the results can be called up. The salary data is sorted according to criteria such as age, industry, degree, place of work or position. Participants will also be entered into a draw to win attractive prizes, including six GoPro action cameras or a language trip to Hawaii.

Click here for the survey: www.fhlohn.ch

Sustainability has been high on the agenda at Lyreco Switzerland for years. This was also the case with the first sustainability conference in German-speaking Switzerland in January 2024. Once again, on February 13, 2025 in Lausanne, over 500 guests from business, science and politics were able to experience why failure is so important for making supply chains more sustainable in an unconventional, authentic and unique way under the motto: "openly and honestly unpacked".

Over 20 experts on stage

How does "one way" become a genuine circular economy, which technologies make supply chains more efficient and sustainable, and which measures help on the way to net zero? Lyreco has brought over 20 experts to the stage who really have something to say. "From science to entrepreneurial practice, from corporations to start-ups and from climate seniors to the youngest generation, whether in one of the two panels or the exhibition. Lyreco Unboxed is honest, concrete and practical and therefore much more than just an event," says a company statement. The event was held for the second time and emphasizes above all a blunt, authentic and open discussion of the topic of sustainability.

Why a sustainability event in French-speaking Switzerland?

"Lyreco has long been committed to sustainability," says Martin Schlittler, Managing Director of Lyreco Switzerland AG. "With our commitment to the Science Based Target initiative, sustainable delivery and environmentally friendly product strategy, we are actively working towards a net-zero future." "Lyreco Unboxed" has already built a bridge to the mission: sustainable solutions for the workplace. "Now we want to inspire our customers, partners and employees in French-speaking Switzerland - with knowledge, fun and without pointing fingers!" says Schlittler. 

Based on this idea, French-speaking experts were selected and a climate and innovation forum was initiated. A new dialog hub enables a direct exchange with experts. The Circular Tour de Suisse brings the circular economy to life throughout Switzerland and presents sustainable solutions together with partners. Lyreco provided a platform for the first stage stop with its integration in the Dialog HUB.

Can such an event be sustainable?

"The CO₂ analysis of the unboxed event in German-speaking Switzerland showed that around 90 % of emissions come from mobility and catering," explains Tina Kempf. "That's why we avoid unnecessary transportation and rely on vegetarian, seasonal and regional products, preferably organic, for our catering."

But Lyreco says it has gone a few steps further: The event was designed to be as resource-friendly as possible. Furniture and exhibition materials are 100 percent reusable - for example through rental furniture and Lyreco reusable boxes, which are then reused for customer deliveries. Participants were encouraged to travel by public transport, while transport was reduced or optimized through short logistics routes, electric vehicles and collective transport.

Sustainability requires transparency and collaboration. With "Lyreco Unboxed", the company is creating an open platform for responsible action. The customer event also serves as a networking platform and a thank-you for successful collaboration. Thanks to the Sustainability Event Guide, Lyreco can continuously reduce the emissions of its events - in line with the Science Based Target Initiative.

Source and further information: www.lyreco.ch

The idea of Direct Air Capture - DAC for short - is not new. Two and a half decades ago, in 1999 to be precise, Klaus Lackner, a German physicist working in the USA, first proposed extracting carbon dioxide from the ambient air. The incessant rise in CO2 emissions caused by human activity and the resulting increase in global temperatures have brought direct air capture technology increasingly into focus in the fight against global warming in recent years. The first DAC plants already exist, for example in Switzerland, Iceland and the USA. However, the technology is still in the development stage - and the results achieved are still quite limited and very cost- and energy-intensive.

A new approach to direct air capture

What must a DAC process fulfill so that it can really be rolled out everywhere globally? Where are the weaknesses in the existing systems? And above all: what can be done better?

With questions like these in mind, the Obrist engineers sat down with the German chemist Prof. Robert Schlögl, former director of the Fritz Haber Institute, the Max Planck Institute for Chemical Energy Conversion and now President of the Alexander von Humboldt Foundation, analyzed existing systems and looked for new approaches. In doing so, they always had the principle of company founder Frank Obrist in mind: it must not only be different, but better. In line with this principle, the industrial group from Lustenau in Austria is already on different areas actively involved.

"Our analyses showed that the system must be feasible with cheap materials that are available everywhere and at all times. It must also be a continuous process - without constant switching on and off. The system must work with thermal energy at comparatively low temperatures and, of course, it must function in the Earth's sun belt, where electricity is available. The process must also be stable and scalable. We have found a solution that offers us a number of advantages over our competitors," explains Frank Obrist. 

Extracting not only CO2 but also water directly from the air

Keyword sunbelt: One of the Obrist team's basic requirements was not only to extract pure CO2 from the air, but also water - even in the driest conditions. This is an enormously important factor, which also represents a significant advantage over the competition, according to Obrist. Due to their design, conventional systems constantly release water into the environment as a result of their chemical process. It is easy to understand why this is fatal in desert regions. Obrist DAC, on the other hand, can actively extract water during the process.

Higher energy consumption, but very manageable costs

A comparison of the energy requirements of the Obrist DAC with the systems of other manufacturers shows that the energy consumption of the Obrist solution is around 20 to 50 percent higher than that of the competition. However, the Obrist technology can be operated in the Earth's sun belt and therefore with comparatively affordable energy - less than 1 cent/kWh. Another advantage over competitors whose concepts are not designed for this. Obrist technology also requires heaps of thermal energy for certain process sequences. However, the Obrist engineers have calculated that a large proportion of the thermal energy can be recovered as waste heat from the methanol synthesis. In combination with the use of solar thermal energy, the costs are significantly reduced once again. The costs of building the plant are also lowwww.obrist.atSince Obrist DAC does not work with high pressures, the system can be built quite simply from plastic and therefore in more remote areas of the world. The first test plant, which demonstrates the process under laboratory conditions, is in operation in Lindau on Lake Constance. 

Source and further information: www.obrist.at

The inflation rate in Switzerland has recently continued to fall. In December 2024, it was just 0.6%, while the annual average for 2024 was 1.1% compared to the previous year.[1] Nevertheless, there is cost pressure on businesses. "Although inflation in Switzerland should remain moderate, companies are feeling the effects of global price increases," explains Patrick Sommer, Managing Director of the digital consultancy CNT Management Consulting in Switzerland. He knows what this means for companies: "As a result, purchasing departments are being called upon more than ever to reduce costs and make processes more efficient. At the same time, issues such as sustainability and flexibility must not be neglected." The economic uncertainty is also having an impact on consumer behavior, with consumers being particularly cautious when it comes to non-essential spending. This is putting pressure on companies to plan and adapt their purchasing strategies precisely.

Digitalization as a competitive advantage

The introduction of digital technologies is a key lever for increasing efficiency and flexibility in procurement. Many Swiss companies, especially small and medium-sized enterprises, are showing a growing interest in digitizing their purchasing processes. Nevertheless, there is often reluctance, as Sommer explains: "The biggest challenges lie in limited financial and human resources. But those who are prepared to invest in modern technologies such as AI can achieve significant efficiency gains." AI-supported analyses in particular offer companies new opportunities to optimize their purchasing strategies. For example, demand forecasts can be made much more precise by analyzing historical data and market trends. "Routine tasks such as invoice verification or the tendering of offers can be handled more efficiently using AI," Sommer continues. "This not only saves time, but also reduces errors and frees up time for strategic tasks." Another example is purchasing automation, where routine orders are triggered automatically and changes in demand are taken into account in real time. These technologies create transparency and improve responsiveness.

Sustainability: a strategic must

In addition to digitalization, sustainability is also a key factor for future-proof purchasing strategies. "Companies must combine ecological and economic goals in order to remain competitive in the long term," emphasizes Sommer. A sustainable approach not only offers benefits for the environment, but is also increasingly expected by customers and business partners. "Sustainable purchasing not only means buying green, but also taking a critical look at the entire supply chain. Choosing suppliers that are environmentally friendly and socially responsible is becoming a decisive criterion." Sommer points out that sustainability is also becoming increasingly important in the context of regulatory requirements. "Future legislation and standards will force Swiss companies to integrate sustainable criteria into their purchasing processes. Those who act early not only secure a competitive advantage, but also avoid potential risks."

Trends that will shape purchasing in 2025

Flexibility and resilience of supply chains are other key issues that Swiss companies will have to consider in 2025. "Global uncertainty shows us how important it is to be able to react quickly to market changes," says Sommer. Companies that strategically diversify their supply chains and enter into long-term resource commitments are better positioned to overcome crises. A resilient supply chain not only offers protection against bottlenecks, but also contributes to the stability of business processes. In addition, automation remains a key trend that will have a lasting impact on procurement. "Automated processes reduce administrative effort and ensure that companies can concentrate on strategic core tasks," explains Sommer. The use of real-time data for decision-making is also becoming increasingly relevant. "Companies that work in a data-driven way have a clear advantage when it comes to recognizing trends and reacting quickly to changes."

Efficient purchasing strategies are crucial for all sectors

Patrick Sommer is convinced that efficiency improvements in purchasing affect all sectors and company sizes. "Process optimization is not just an issue for large corporations. Smaller companies can also benefit from optimized processes and strengthen their competitiveness," he says. Strategic process optimization in procurement is a key success factor. "Digitalization, sustainability and flexibility are the pillars on which successful procurement strategies in 2025 must be built. Those who combine these elements will benefit in the long term and remain competitive." Increasing efficiency, sustainability and digitalization are therefore not isolated issues, but are interlinked. Companies that align their procurement strategies accordingly not only secure competitive advantages, but also actively contribute to a more resilient and sustainable economy.

[1] https://www.admin.ch/gov/de/start/dokumentation/medienmitteilungen.msg-id-103726.html

Source and further information: www.cnt-online.com/de/

There are those days when everything runs like clockwork. Decisions are easy, conversations are productive and you feel that you have really made a difference. And then there are the other days: busy, but without tangible results in the end.

Why this difference? It is often not due to external circumstances, but to our focus. And this focus is decisively shaped by the questions we ask ourselves. Questions are more powerful than answers - they guide our thoughts and influence our actions. This is particularly important for managers, as they not only set the course for themselves, but also for their team.

Three questions will help make this year exceptional.

1. how do you sustainably improve your mental health?

Mental strength is the key to clarity and stamina. It determines whether you make smart decisions and remain productive in the long term - or whether you burn out. But mental strength doesn't develop on its own.

First of all, make sure you have a stable physical basis: sleep, exercise and nutrition are essential. Choose your environment consciously, because the people around you have a significant impact on your energy. And reduce unnecessary decisions by creating clear routines. This will keep your mind free for the really important things.

The question is: What do you do to specifically promote your mental strength?

2. how are you making the world a better place this year?

This question is aimed at your influence in your immediate environment - be it in the team, in the company or in the family. Many people underestimate how much they can achieve. Yet it is often the small things that make the biggest difference.

Do you manage your people so that they can grow with their tasks? Do you optimize processes to make work more efficient and enjoyable for everyone? Or do you often give honest feedback that will be remembered for a long time? Your contribution counts, even if it seems inconspicuous at first glance.

3. what are you no longer putting off?

Everyone has things that they put off: an unpleasant conversation, a difficult decision or even the tax return. But procrastination robs us of energy and prevents us from moving forward.

This is often due to perfectionism or fears - of conflict, change or uncertainty. But as soon as you take the first step, you immediately feel relieved. What is the one thing you have been putting off for a long time? And how will your year change when you finally tackle it?

Conclusion

The right questions direct your focus and therefore your results. Reflect regularly on these three questions and you will create the basis for an exceptional year - for yourself and those around you.

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

JK Development GmbH is a Swiss B2B telemarketing company that was founded in Zug in 2011. With currently 270 employees, the company is active throughout the DACH region and has also been present in Germany since 2018. The telemarketing specialist is now further expanding its offering in the areas of new customer acquisition and customer support on the German market. Accordingly, JK Development has already hired new employees and is looking for further specialists for the new Munich office at the Parkstadt Schwabing business location, according to a press release. "Thanks to our local team, we can respond specifically to regional characteristics. By moving into our new office in Munich, we are creating the ideal conditions for further growth on the German market," explains CEO and founder Marco Mannhart.

Parkstadt Schwabing is considered one of the most dynamic hotspots for technology and IT companies in Germany. The location is home to leading global corporations such as Microsoft Germany and Nagarro SE. The modern infrastructure, the innovative environment and the excellent transport links, in particular the proximity to Munich Airport, would create ideal conditions for the growth plans of the Zug-based telemarketing company, according to the reasons for the choice of location.

The new, modern office premises are located at Walter-Gropius-Strasse 7. JK Development wants to create a working environment that provides optimal conditions for employees, be it through short commuting distances or the combination of residential, office and leisure space. "We are looking forward to becoming part of this dynamic environment and providing new impetus. It fits in perfectly with our corporate philosophy," comments Marco Mannhart on the new milestone that the telemarketing company has set.

Source and further information: JK Development GmbH

Pizolbahnen has decided to end its collaboration with CEO Reto Staub with immediate effect. The company announced this in a press release on Thursday, January 23, 2025. There were differences of opinion regarding the management of the company. This has prompted the Board of Directors to go their separate ways in future. The Board of Directors' considerations centered on the well-being and development of Pizolbahnen, according to the statement.

Reto Staub - who comes from Bad Ragaz himself - only took over the CEO position just under a year ago, on February 1, 2024. He was to lead the mountain railroad company into a new era "with his wealth of experience and entrepreneurial spirit", said Markus Oppliger, Chairman of the Board of Directors, at the time. During his tenure, Reto Staub was indeed able to set new and positive accents in the areas of offer design and gastronomy. The Board of Directors would like to expressly thank the outgoing CEO for his short but very intensive commitment to Pizolbahnen and wishes him all the best in his professional and private life.

Until a successor takes over, individual members of the Board of Directors will take care of certain dossiers. As "Managing Director ad interim", Markus Oppliger will manage the operational business together with the management team.

Source and further information: Pizolbahnen AG

On February 1, 2025, Mitja Schulz will take over as CEO of the Debrunner Koenig Group, headquartered in St.Gallen. Founded in 1755, the Swiss group of companies operates as a B2B trading partner and service provider in the national market. It consists of four divisions: "Reinforcement" supplies reinforcing steel, reinforcement technology and reinforcement accessories. "Steel & Metals" and "Metal Service" serve the market with raw materials and semi-finished products. "Technical Products" covers other areas of the construction needs of construction, industrial and trade customers.

Mitja Schulz succeeds Thomas Liner, who left the company at the end of 2024. According to a statement from the company, a smooth transition is ensured by CFO Heinz Rohrer, who took over the position on an interim basis in January 2025 and will support Mitja Schulz in an advisory capacity during the first few weeks. The new CEO brings with him many years of experience as head of various European industrial companies. Most recently, he was President and CEO of the Swiss industrial group Gurit and was responsible for the successful further development of the group, including its numerous international subsidiaries. Prior to this, Mitja Schulz held various management positions at the ZF Group for over eleven years. Among other things, he was Senior Vice President and CEO of the global business unit "ZF Wind Power" in Belgium.

In addition to the new CEO Mitja Schulz, Oliver Bertignol will complement the Swiss management team as the new CFO from March 1, 2025, as Heinz Rohrer will retire on July 31, 2025. Oliver Bertignol is an experienced manager with extensive financial expertise who previously worked at Trumpf Schweiz AG, among others.

Guido Kerkhoff, Chairman of the Management Board of Klöckner & Co SE, comments on the current change of chair: "I am very much looking forward to working with Mitja Schulz and am firmly convinced that, together with our strong local team, we will continue to consistently align our offering in the Swiss market with customer needs in the future. I would also like to thank Heinz Rohrer, who has played a key role in shaping the development of the Debrunner Koenig Group in recent years and is now ensuring a smooth change of leadership."

Source: Debrunner Koenig

The company Red Hat is regarded by experts as a pioneer in the development of open source solutions, i.e. software whose source code is public and which can be copied, distributed and used as desired. For example, the programming of "Docker", a solution for container virtualization (a method of allowing a host system to be used by several instances of an operating system simultaneously, which is of crucial importance for cloud computing), can be traced back to this company. This widely used solution is now integrated into the "OpenShift" product. Red Hat also provides many other powerful Linux, hybrid cloud, container and Kubernetes technologies.

A tour through the OSS world of Red Hat

Richard Zobrist, Country Manager Switzerland at Red Hat, opened the conference with around 1,000 registered participants and looked back on an eventful - and above all fast-moving - 2024. He revealed that the past year had been dominated by AI and automation. Léonard Bodmer, Revenue Leader Western Europe, noted that many processes in Europe are now open source-based. With regard to AI, he said that it requires a "human touch". "By 2029, 80 percent of decisions made by humans will not yet have been replaced by AI," said Bodmer, referring to the results of a study by consultancy firm Gartner. However, AI is increasingly supporting people in their decisions, according to Bodmer.

Red Hat's CTO Chris Wright then gave an initial overview of how open source and artificial intelligence will interact in the future. "We are only at the beginning of the era of generative AI," said Wright. It goes without saying that Red Hat wants to be at the forefront of this. The company has developed its own data model called "InstructLab" to train large language models (LLMs). What's more, the tool allows AI applications to be built specifically for certain tasks. Red Hat has also developed Ansible Automation, a platform for AI-controlled workflows. And with the acquisition of Neural Magic, Red Hat intends to expand its expertise in the areas of inference performance engineering and model optimization, as Wright announced.

Marcel Haerri then demonstrated a possible use case from the insurance industry. This involved the development of a chatbot that provides policyholders with support when settling claims after car accidents, for example with suggestions for repairs. Haerri used various tools from Red Hat to build this chatbot. Stefanie Chiras' presentation focused on virtualization and containerization. She referred to Red Hat's aforementioned pioneering role in this area and its collaboration with a growing number of partners - including Intel with its "Intel Gaudi" product for deep learning - in a comprehensive ecosystem.

Open source software in public administration

In his keynote speech at the Red Hat Summit Connect 2025, PD Dr. Matthias Stürmer, Professor at the Bern University of Applied Sciences and Head of the Institute for Digital Sustainability at the University of Bern, demonstrated that many things are unlikely to work today without open source solutions. According to recent surveys, 96.6 percent of companies use some form of open source software. But that's not all: Switzerland is also a country with a high production rate of open source software. However, the road to using and programming open source solutions is a rocky one, especially in public administrations. The new Federal Act on the Use of Electronic Means for the Performance of Official Duties (EMBAG) has only been in force for a year. This contains a separate article on the subject of open source, which states that software developed by the authorities (and using taxpayers' money) should be made available to the general public - i.e. companies and private individuals. Furthermore, Swiss providers should be given preference in procurement. In order to create an overview and more transparency in the "open source jungle", an open source directory (www.ossdirectory.com), a "Wikipedia of open source software", as Matthias Stürmer described it. He concluded by expressing his hope that through solid cooperation between partners and the visualization of success stories, open source solutions will now increasingly find their way into public administrations.

Reist Telecom relies on OpenShift

At the Red Hat Summit, it was announced that Reist Telecom AG is using Red Hat technologies to modernize its IT infrastructure. Reist Telecom AG is a Swiss telecommunications and information technology company with a focus on flexible solutions. Reist offers solutions for private, public and hybrid cloud services, identity and access management (MAYI ID© product suite) as well as network, telecommunications and cyber security services. The company wanted to introduce microservices and containers to better support its customers in their own modernization projects. Reist planned to expand its offerings beyond virtualization to a cloud-native platform, including MAYI ID©, which is available both as a managed service and as a stand-alone software-as-a-service solution. The company chose Red Hat OpenShift as a hybrid cloud platform that can be operated both on-premises and at the edge, as greater flexibility and coherence of the underlying platform was required. OpenShift enables Reist to minimize operational overhead by providing a single management interface and greater coherence of the development and operations tools provided. The unified platform and DevOps approach has brought Reist's development and operations teams closer together, improving collaboration and breaking down silos, according to the statement. One example of this is the developers of the MAYI ID© solution, who can now work more closely with the operations teams.

www.reist.swiss

How will offices be designed in ten years' time? This is what experts from cvapp.de, an online CV editor belonging to the Career.io family of companies, wanted to know. But they didn't just conduct another survey, they wanted to find out how an AI predicts the office environment will change by 2034. They chose ChatGPT as the AI tool and asked it to list the main characteristics of an office environment. This list was initially too long, so they further asked ChatGPT if the characteristics could be summarized into 5 main groups. The characteristics were reduced to workplaces, communication, technology, workforce and office space. And these are now the AI predictions for offices in 2034:

Workplaces

AI predicts that there will be more 'hot-desking' and collaborative workspaces to support hybrid working models. Desks could become compact, modular and reconfigurable to support a variety of tasks. Chairs could also change: AI-powered ergonomic chairs could become widely available to support posture in the workplace. This focus on health will become standard as standing and treadmill desks are also introduced, as well as biophilic workstations with plants that promote mental health.

Communication

Holographic meetings and the use of 3D avatars as an alternative to one's own face could become the new Zoom meeting. Virtual reality and augmented reality will be widely used for immersive remote meetings, utilizing 5G or 6G networks to ensure secure communication. Real-time AI translation could be integrated to bridge multilingual communication in international teams and also enable AI-driven transcription of meetings. Streamlining processes will be a priority for communication as companies will use platforms that combine chat, video and project management. They will also use unified communication systems to combine voice, video and messaging into one interface.

Technology

Technological change will have a major impact on the office environment by 2034. For example, AI-powered assistants could become the standard for automating routine tasks and analyzing data. Robotic process automation (RPA) will also take over repetitive tasks, and service robots will handle administrative tasks such as deliveries, cleaning and managing office supplies. Technological advances will also contribute to office sustainability and security: solar-powered devices and smart lighting systems will become mainstream, and biometric security measures and threat detection systems will improve cyber security.

Workforce

AI predicts that there could be workforce changes in the workplace. AI-supported roles could be introduced to optimize processes and employees will need to learn to use AI efficiently in their job. Alongside flexible working models such as hybrid or remote jobs, new roles for workers could emerge, such as technology and data specialists supporting digital transformation, wellbeing and sustainability officers, and learning and development specialists. 

Office space

As hybrid working reduces the daily occupancy of office space, offices will shift to smaller, more efficient layouts. Office spaces will be experiential, encouraging employees to use the office for specific purposes, such as an innovation lab or social hub. There could also be dedicated quiet zones or soundproof chambers to encourage concentration, as well as AR/VR-equipped tech rooms for meetings and brainstorming.

Source and further information: https://cvapp.de/

It's a well-known fact that people tend to be convenient. Why bother using a browser with a small smartphone display - a QR code is just the thing. Information that is needed on the spot is so quickly at hand. More and more companies are using these advantages, for example to provide customers with additional information on products or their use. And as is always the case, cyber criminals are not far away as soon as a technology has become established in everyday life. QR codes can be a security trap: "quishing" is the name of the type of fraud using QR codes. Sophos has analyzed the trend in this article. We interviewed Chester Wisniewski, Director and Global Field CTO at Sophos. He answers the most important questions about the security of QR codes.

QR codes are proving increasingly popular in sales, marketing and payment systems. How did this development come about and to what extent do they improve the customer experience?

Chester Wisniewski: Nobody likes to talk in computer-speak. The advantage of being able to use a smartphone for quick information or action is a strong motivation for both providers and users of QR codes. This, combined with the environmental benefits of not having to print out documents and the fact that many companies can incorporate complex tracking tokens into URLs, further contributes to the spread of QR codes.

While QR codes offer great added value, there are growing concerns about their security. What types of fraud or malicious activity have emerged in recent years that have targeted users via QR codes?

Anyone can produce QR codes and it is not possible to authenticate them. It requires a high level of trust from the consumer that the QR code they see at the parking ticket machine or on the coffee table is genuine. We've heard of incidents, specifically involving payments, where fraudsters have printed out QR codes and stuck them onto real QR codes to direct people to a phishing website to grab their credit card details and personal information.

For example, what steps can retailers take to ensure that the QR codes they use in-store or online are secure and legitimate? How can they protect their customers from potential fraud or phishing attacks?

Stores, retailers, restaurants, etc. that use QR codes should check them regularly - especially if the QR codes are displayed publicly. This becomes more of a challenge with distributed systems such as parking ticket machines. Consumers are well advised not to scan QR codes that they don't really trust and prefer to use another means of payment with fewer risks. I personally avoid ATMs that have dodgy keyboards or are clearly not in their original condition - the same could be applied to QR stickers. QR codes should really never be used online, as most are just a visual form of a URL. If you want someone to click on a link, then you should use a link. There are exceptions, but generally they prove the rule.

What "red flags" should consumers be wary of when scanning QR codes in public or on products to avoid falling victim to criminals?

QR codes transfer an image into a website address. When the code opens in the browser, you should look at the address bar and check where the user is being directed to. If you do not like this destination, it is wise to close the application. The safest way for the consumer? Don't scan the QR code. Instead, use your favorite search engine. However, there are also applications for mobile devices, such as Sophos Intercept X, which contain QR code scanners that draw attention to malicious links.

A look into the future: How will the role of QR codes in retail and other industries develop? Will they become more secure with new technologies or will security remain a challenge?

I don't see the security of QR codes improving. They were originally developed for machines and not for people to use them in everyday life. Authenticating QR codes is a task that cannot be solved so easily. Ideally, QR codes should be firmly and visibly embedded in posters, product packaging etc. and not just a sticker stuck on somewhere. Ultimately, however, the responsibility lies with the consumer: If a QR code seems strange, it is better to keep your hands off it and rely on a tried-and-tested, secure information retrieval or payment method.