Sunnie Groeneveld has an impressive career in the digital economy as an entrepreneur and as a member of several boards of directors of medium-sized Swiss companies. Her wide-ranging and cross-industry experience is seen by the university management as very valuable in continuing to position the Institute for Digital Business at the forefront of technological innovation and further education. "We are delighted that Sunnie Groeneveld is taking over the leadership of the Institute for Digital Business. Her many years of expertise in key areas such as digital transformation and strategic development, combined with her strong leadership skills, make her the first choice as the new head of the Institute," says Prof. Matthias Rüegg, Rector of the HWZ. Under Sunnie Groeneveld's leadership, the Institute will continue its mission to develop innovative and practice-oriented educational programs. In addition to the Institute, the new Director will continue to lead the EMBA Digital Leadership, which aims to prepare the next generation of leaders for the digital world.

Successor to Manuel P. Nappo

Manuel P. Nappo is leaving the HWZ after 14 years. He founded the Institute for Digital Business. "We would like to thank Manuel P. Nappo for his visionary leadership and his valuable contribution to strengthening the HWZ. Under his leadership, the Institute for Digital Business has established itself as a recognized competence center for digital transformation and introduced numerous innovative pioneering programs such as the first MAS in Digital Business in Europe in 2014 or the recently launched and highly topical MAS in AI Leadership", adds Prof. Matthias Rüegg.

"Sunnie Groeneveld has been a highly valued member of the HWZ faculty for almost ten years and has successfully designed and built up the Executive MBA Digital Leadership together with me since 2019 - despite all the challenges of the COVID-19 pandemic - and has now run it for the fifth time this year. Her extensive experience as program director and her great commitment to leadership, technology and innovation are exactly what the institute needs to continue to be successful in the future," emphasizes Manuel P. Nappo, now outgoing Director of the Institute for Digital Business at the HWZ.

Source: HWZ

ChatGPT and other tools have triggered hype around the topic of AI. The advertising promises regarding artificial intelligence are now omnipresent. AI is in, on or at least involved everywhere. AI has become a marketing hit. However, AI is by no means a sign of quality. Although it is good that the topic is now attracting a lot of attention thanks to ChatGPT and the like, the large language models are only a small part of possible applications. If you are not careful and are not properly prepared, you can fall flat on your face because of the many advertising promises.

AI is not really necessary everywhere

"Not everywhere that says AI on it is also AI in it," says Thomas Pförtner. He is an interim and project manager as well as an expert in IT, business development and new business models. "AI naturally plays a major role here. But not everything really needs AI. Companies shouldn't allow themselves to be blinded here." ChatGPT and other applications are only a small part of the possibilities of generative AI. The far greater part of AI is already concerned with processing structured data. And this is where many companies are still very poorly positioned. "Even advertising promises don't help. You can only benefit if you have clean data and digitized your processes," says Thomas Pförtner. Where this is not the case, there is a risk of making expensive mistakes and bad investments.

"Neither chatbots nor document management processes necessarily require artificial intelligence. Many solutions are simply rule-based. Not every algorithm is also an AI. There is currently a lot of misleading information," Pförtner is convinced. Although AI can make many applications better, it is not essential for many use cases.

AI: self-improving statistics

"AI is statistics," explains Pförtner. "Statistics that improve themselves by drawing better and better conclusions from the knowledge gained. Algorithms, on the other hand, are rules based on 'simple' if-then processes, whereby 'simple' can also mean that thousands of formulas and calculations take place." AI always has a self-optimizing, recognizing and learning element. For many applications, however, this is not even necessary. After all, online banking, call center controls, ticket machines, order terminals and search engines have so far managed without AI. Not everything that is digitally mapped or makes life easier is AI, says Pförtner. But: "We will see AI finding its way into such processes." There is still a lot to come for people and companies.

According to the IT and infrastructure expert, it is important to understand where the use of artificial intelligence actually makes sense. The question of what type of AI also needs to be clarified. For example, language models such as ChatGPT are hardly of any relevant use in the context of calculations, formulas and their links, but they are in the context of word processing. "AI makes sense where service is improved. Today, service requires data. If this data is available in a digital and structured form, AI can help to utilize it and convert it into services, as well as to optimize the data itself and the services in a self-learning manner." Companies should focus on what is currently possible and makes sense for them. The AI hype is justified in principle, but it must not blind anyone. Promises alone do not solve problems.

Further information on the topics of business development, digitalization and technology infrastructure can be found at https://pfoertner-net.de.

Expectations for economic growth in Switzerland remain cautious for this year: In mid-March, the Federal Government's Expert Group on Economic Forecasts predicted significantly below-average growth of 1.1 percent[1]. "The economic challenges are definitely causing Swiss companies problems. This also applies to foreign trade, where the weakening economy in Germany, Switzerland's most important trading partner, is making itself felt," explains Wilhelm Heckmann, Managing Director at CNT Management Consulting in Zurich.    

Availability and prices of raw materials cause concern

The SME Study 2023 provides insights into the day-to-day business and feelings of Swiss SMEs. It shows that rising raw material costs and the availability of raw materials are the issues currently of greatest concern to Swiss SMEs[2]. "In order to be able to compensate for price disadvantages, it is essential to keep innovative strength as high as possible," emphasizes Heckmann. Specifically, he sees digitalization in procurement, which means connecting to correspondingly large procurement networks and active risk monitoring with the support of data-based tools and platforms, as a suitable means of meeting these challenges. Heckmann also mentions active supplier management and the improvement of internal planning and scheduling.  

State-of-the-art IT to combat the shortage of skilled workers

Another aspect that poses challenges for Swiss SMEs is the search for suitable personnel. In this context, Heckmann points out that Gen Z, i.e. people born between 1997 and 2012, will make up the majority of the working population in five years' time. In the competition for qualified workers, it is important to meet the wishes and requirements of the younger generation. "They want state-of-the-art IT solutions that support their way of working. For example, mobile solutions and solutions that support location-independent working, a high degree of automation and lean processes," Heckmann explains. Being able to offer all of this requires innovative ERP systems such as SAP Public Cloud.

Cloud solutions also the tool of choice for SMEs

When talking about digitalization and process optimization, it's hard to avoid cloud solutions. However, there are still some reservations, especially in smaller companies - for example, for fear of no longer having control over sensitive data. Yet the security issue, such as hacker attacks, is an argument in favor of the cloud, explains Heckmann: "As it is difficult for SMEs to maintain high security standards themselves, they are definitely better off with cloud providers, as they also outsource the risk to an external professional." The expert is already seeing a mind-shift towards the cloud because products such as SAP Public Cloud are getting better and better. The fact that Swiss authorities are already moving to the cloud has a positive external impact. Heckmann is convinced that more digitalization would not only increase security in companies, but also enable the use of best practice processes and new features and functions such as the integration of business AI functions as soon as they become available. "Swiss SMEs are very innovative, and there are many products and services in which Swiss companies are world market leaders. There is still potential in terms of more digitalization and increased use of the cloud," Heckmann concludes.

[1] https://www.admin.ch/gov/de/start/dokumentation/medienmitteilungen.msg-id-100449.html

[2] https://www.raiffeisen.ch/content/dam/www/rch/firmenkunden/unternehmerthemen/mittelstandstudie/2023/kmu-mittelstandstudie-2023.pdf

Source and further information: CNT Management Consulting

 

For the fourth edition of the only FemTech acceleration program for start-ups In Switzerland, 189 companies from 45 countries applied - a new record and almost 29% more than in the previous year. Of the innovative companies offering solutions for women's health, 17 participants from eleven countries were selected.

FemTech: Increasing importance

"We are very proud to be co-hosting the fourth edition of Tech4Eva. The importance of the FemTech sector is growing, but in many areas women's health is still underestimated or under-researched," explains Jérôme Mariéthoz, Head of Health and Pensions Private Clients at Groupe Mutuel. "By partnering with more and more of these innovative companies, we are underlining our commitment to creating added value for our customers and raising awareness of the issue."

Participating companies follow the equity-free program for six months and are closely supported by over 40 mentors who help them develop their business plan and go-to-market strategy and meet investors. They also become part of the growing Tech4Eva FemTech community. "This year, we have chosen to support more mature high-tech FemTech start-ups from developed healthcare systems, drawing on the extensive business network and industrial expertise of the EPFL Innovation Park. We encourage more forward-thinking companies and foundations to join our initiative as partners to support numerous high-potential projects from countries in the Global South to make a global impact on healthcare," says Lan Zuo Gillet, Director of Tech4Eva and Deputy Managing Director of EPFL Innovation Park.

Two Swiss start-ups - and a premiere

This year's participants will present solutions for general women's health, reproductive medicine, pregnancy, postpartum, menopause and menstruation. Two of them are from Switzerland, both of whom work in the field of oncology/prevention for women:

• Calico Biosystems is a drug testing platform that reliably predicts the efficacy of pre-clinical stage cancer drugs in cancer patients. The aim is to provide women with cancer with effective and affordable drugs.
• HeroSupport SA is advancing radiotherapy treatment through the integration of 3D printing and surface scanning technology, a fast-growing new market. The company offers comprehensive solutions for radiation oncology professionals that enable precise and personalized treatments while improving the patient experience.

There is also a new feature at this year's edition: Debiotech, a new partner of Tech4Eva, is offering technical support in the form of in-kind contributions worth CHF 100,000 to a Tech4Eva start-up company so that it can develop its solution together with the company. The prize was awarded to Ablatus Therapeutics - Luna. "What particularly impressed us about Ablatus' project was the elegance of the solution and the concrete benefits for patients suffering from a very stressful disease. This project is exactly what has driven us for over 30 years: patient-centered innovation. It was difficult for us to choose a project because of the high quality of this year's Tech4Eva start-ups," says Laurent-Dominique Piveteau from Debiotech.

Promoting innovation thanks to strategic partnerships

On May 13, the fourth edition of Tech4Eva will begin with a public event in Bern on the topic of "Innovation with Impact". The keynote speech will be given by Laura Santos Carreras, Team Section Lead in Medical Technology at Helbling. She will explain why strategic partnerships and the creation of a development roadmap are key to bringing FemTech projects from research to market.

Sources: Groupe Mutuel and EPFL Innovation Park. More about Tech4Eva: www.tech4eva.ch

According to the organizers, the Zurich Logistics Colloquium in the Lecturers' Foyer at ETH Zurich with three inspiring practical presentations and around 60 guests from industry and business was once again a complete success.

Sustainable logistics in the steel industry

After the welcome address by Dr. Peter Acél and Prof. Dr. Konrad Wegener, Fabian Gerdes, Head of Outbound Logistics at Salzgitter Flachstahl GmbH, kicked off the lecture series. Under the title "Logistics for Circular Solutions", he spoke about the goals of transporting steel and raw materials sustainably in cycles and the contribution of steel production to achieving climate targets.

After a brief introduction to the Salzgitter Group, Gerdes went into detail about the measures it is taking to achieve greenhouse gas neutrality. He focused on a solution developed in-house. Thanks to the Salzgitter Low CO₂ Steelmaking (SALCOS^®), the so-called Carbon Direct Avoidance (CDA) process and the use of hydrogen instead of carbon as a reducing agent is intended to produce almost CO₂-free steel and by 2033 over 95% of CO₂-emissions can be reduced.

The next challenge lies in transporting green products in a green way. Around 11.5 million tons of material are transported inbound every year, and around 3.25 million outbound by rail, truck or barge. Transportation is increasing, while the general infrastructure is stagnating. Salzgitter Flachstahl has therefore taken it upon itself to develop sustainable and innovative solutions. These include the new train inspection concept "Ontrail", camera bridges that use AI on trains to detect how damaged the covers are and whether the goods can arrive dry at the customer. Fabian Gerdes also reported on the development of an electrically powered inland waterway vessel that can still sail even when the water level is low.

Multiple reprocessing of used tools

The second presentation was given by Rico von Burg, Product Manager at Fraisa SA in Bellach, on the logistics of reconditioning tools that have already been used. Fraisa specializes in the manufacture of precision tools, including custom-made products and the reconditioning of worn tools.

This led von Burg on to Fraisa's core competence: FRAISA ReTool^®. This service includes the rapid reconditioning of tools that have already been used so that they can be used again for the same work - with a 100% performance guarantee. This sets Fraisa significantly apart from its competitors, who merely downcycle worn tools. On average, tools can be reconditioned 2.3 times. A DataMatrix code, which contains all the information about the product, helps to ensure that the One Piece Flow works with around 350,000 refurbishments per year and that unique and complex tool geometries or individual customer requests can also be taken into account. Orders can thus be combined, but tools can still be controlled individually through the fully automated production process.

Thanks to digital processes and autonomous machine operation, employees are deployed much more efficiently. And of course, using freshly reconditioned tools instead of newly produced ones saves over 50% of CO2.

When a retailer becomes a manufacturer...

The third and final topic at this logistics colloquium was presented by Dr. Peter Rutishauser, founder of Equatis AG. Entitled "From wholesaler to brand manufacturer", his presentation dealt with the rebuilding of a Europe-wide supply chain after the previous supplier went bankrupt. Rutishauser based his presentation on the example of the company Trisport. Trisport distributed fitness equipment of the Kettler brand. The problem: Kettler had to file for insolvency three times. In the first two incidents, Rutishauser worked with Trisport to forge a plan B, which then came to fruition in the third insolvency. Trisport acquired the trademark rights to Kettler sports equipment. However, it was now faced with the enormous challenge of rebuilding the activities without transferring operations and without their legacy and ensuring market supply with as little interruption as possible.

In order to achieve this, new concepts were needed: streamlining the product range, adjusted quantity planning and strengthening the dealers' trust in the company on the one hand, but also in the Chinese manufacturer of the appliances. Dr. Acél & Partner AG played a key role in setting up the new logistics chain from the producer in China to Europe, helping to establish Europe-wide distribution within 6 weeks. The conclusion that Rutishauser draws from the project is that this entire undertaking would hardly have been so successful without a strong personal network within and outside the company.

After a concluding discussion round and a closing speech by Prof. Dr. Konrad Wegener, the participants took the opportunity to exchange ideas and network over a delicious aperitif and, despite the dreary weather, with an impressive view of the city of Zurich and the lake.

Source and further information on the next Zurich Logistics Colloquium: Dr. Acél & Partner AG

This feeling of being constantly busy without practicing real leadership is a widespread phenomenon. What to do?

Imagine that leadership is not just another task on your list, but a way of thinking, a perspective that you incorporate into every action. A useful analogy for this is: as a leader, you are not there to carry the buckets of water yourself. Your job is to build pipelines.

Many of us spend the majority of our time on short-term tasks and lose sight of the long-term perspective and the sustainable development of our team. The solution? Instead of being overwhelmed by the daily barrage of tasks, focus on building systems that enable your team to operate more efficiently and independently.

Examples of sustainable systems

Here are three examples of such sustainable systems that every leader should have:

• System 1: Continuous improvement of team performance: This is actually old hat, but it is rarely approached systematically. We know it from the workshops as CIP (continuous improvement process), but it is rarely found in the offices. Of course, it involves constantly questioning and improving processes and individual steps. But not only that. There also needs to be a system for continuously improving cooperation with one another. Most people tend to leave this to chance. Another point is a system that helps people to continuously increase their personal productivity. This includes not only tactics, but also assistance in developing the mindset.
• System 2: Development of people: A strong team is based on strong individuals. Make sure you have a system in place that promotes the personal and professional development of your team members. Of course, this includes ongoing training, workshops and online learning programs for personal growth. But almost more important is empowerment in action, giving people full responsibility for challenging tasks (rather than helping them "carry buckets of water"). There should also be a system for generously handing over tasks so that people can grow.
• System 3: Ongoing prioritization: Clarity about your team's goals and visions helps to set the right priorities on an ongoing basis. What is the most important thing you want to achieve by the end of the quarter? Work to ensure that every team member can answer this question. In addition, you need elements such as a clear team vision ("where do we want to go?") and the team mission ("what do we exist for?").

Conclusion: By implementing and maintaining these systems, you are building pipelines instead of carrying buckets of water.

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

In the winter of 2022/2023, the Procom Foundation was on the verge of collapse due to various problems that had arisen in the past. Disagreements and changes in management caused internal tensions and a loss of trust among partner organizations and institutions. Numerous departures of long-standing employees were the result. The atmosphere was tense. Over 150 jobs at five locations in Switzerland were at risk.

Procom knew that it was all or nothing. So a change had to be made urgently to preserve the foundation and the jobs. The Board of Trustees decided to act: Roman Probst was asked if he could take over the management in this difficult situation. Probst agreed and took over the management of Procom on April 1, 2023. The big question was whether the entrepreneur would be able to make the leap from competitive self-employment to the NGO sector and turn the foundation around.

Turnaround achieved within a year

Today, one year after Roman Probst took up his post, it is possible to take stock. And it is a positive one: Procom has successfully achieved a turnaround and is on course for success. In particular, the foundation was able to achieve a solid positive result. In addition, the Foundation increased its performance by almost 15%, which can be attributed in particular to its improved online presence. And this despite some major, long-overdue changes to the organizational structure and investments.

Procom has also set up a new accessible website, which has even been recognized by the magazine "NetWeek" was presented and praised as a prime example. In addition, social media channels were implemented practically from scratch. However, the growth was also due to an increased presence at trade fairs, on the radio, on television, through collaborations and other initiatives.

Management interview: There is still a lot to do

Of course, these positive developments were also accompanied by various challenges. We met Roman Probst for an interview and talked about his first year as Managing Director of Procom. As it turns out, the entrepreneur is really enjoying his new NGO work.

Was it a big transition for you from entrepreneur to Managing Director of an NGO?

Roman Probst: Managing your own company, which you founded and built up yourself, is of course completely different to managing a 35-year-old foundation with over 150 employees. It's a different ball game and I had great respect for this task. Logically, it is also the case that decisions in an NGO have to be broadly supported, especially at Procom due to the foundation's purpose. As a team player, I find this aspect of my work exciting and enriching.

What were the biggest difficulties in getting started?

As a newcomer in this field, I had planned to spend the first two or three months listening and watching - and only then take action. It was difficult to keep my urge to act in check, as there were simply so many high-priority things to do. In contrast to my own company, where everything could sometimes happen very quickly, I had to be more patient at Procom.  

What were and are the biggest challenges?

Looking back, we had to make progress in three areas in particular. Firstly, we implemented a proper digitalization strategy at Procom for the first time in order to equip the foundation for the new digital challenges. We are still working hard to implement this. We then adapted and optimized the organization. This is an important step towards securing and increasing efficiency for the future. Last but not least, we have also modernized our image, both internally and externally. This includes not only the revised logo, but also new impulses for the corporate culture and our external perception.

Would you accept the job offer again?

Yes, to 200%. Because I do my work at Procom out of the deepest conviction. On the one hand, my background gives me a strong connection to the foundation's cause (Editor's note: Roman Probst's parents are deaf). Building bridges between deaf, hard of hearing and hearing people is a matter close to my heart. On the other hand, I can contribute a lot to Procom's success with my entrepreneurial experience. So it couldn't be a better fit for the foundation and for me.

 

The Procom Foundation

Since its establishment in 1988, the Procom Foundation has been offering text mediation services for hearing-impaired people. The services include interpreting between sign language and spoken language - on site, online and over the phone. PROCOM's sign language interpreters also interpret information and entertainment programs on Swiss television, such as the Tagesschau, etc. Since 1998, the Telecommunications Act has guaranteed deaf and hard-of-hearing people the same conditions for using the telephone network as hearing people. To this end, Procom operates the text switching service and VideoCom for Swisscom (OFCOM). The foundation invests in a modern infrastructure, is constantly looking for new and better communication solutions and supports projects that break down communication barriers.

The new Managing Director Roman Probst founded his own company, Translation-Probst AG, in 2005. For twelve years, he built up and managed this company to become one of Switzerland's leading translation service providers. In 2016, Roman sold his company to the French market leader. After a "year on the road", Roman Probst returned to Switzerland and worked for seven years as a freelance consultant and lecturer for ZHAW and BBZ in the fields of entrepreneurship, marketing and PR before joining Procom last year. Roman Probst is now 52 years old and a happy family man.

More information

ServiceNow, the solution provider for digital workflows, has published its Consumer Voice Report 2024. The study, which was conducted for the second time, clearly shows that continuously changing customer expectations and economic instability are driving factors behind consumers' declining loyalty to their brands. In this environment, an outstanding customer experience (CX) that optimally balances human interaction and the use of technology is proving to be a decisive factor, according to the report. As part of this ServiceNow Consumer Voice Report 2024, 15,000 adults from ten countries in Europe, the Middle East and Africa - including 1,000 in Switzerland - were asked about their views on the topic of customer experience. As in the previous year, the study clearly shows that brand loyalty is declining: 71% of all respondents stated that they are less loyal to companies than they were two years ago. The main reasons for this are financial aspects such as the increased cost of living (35%) and growing competition and therefore greater choice (19%). However, disappointing experiences with certain brands and companies (15%) also play a role.

Optimized customer experience for more brand loyalty

The results prove it: Companies need to move away from reactive measures to a long-term CX strategy. When asked what companies should do to increase brand loyalty again, 28% say they should look for ways to offer a better service without using more customer data, 26% want websites and apps to be more user-friendly and 32% demand a better after service.

Technology plays a decisive role here. The significant majority of respondents state that a high level of problem-solving competence (93%), seamless services (93%), fast response times (90%) and the ability to choose the communication channel that suits them best (77%) as well as self-service options (64%) are particularly important to them when it comes to customer service. Many of these aspects can be achieved, for example, through the use of generative artificial intelligence (GenAI) be optimized.

The right balance between people and technology

However, the ServiceNow Customer Voice Report 2024 also shows that consumers are still reluctant to interact with AI. Especially when it comes to making a complaint or solving a specific problem, customers prefer personal interaction with a service employee to AI. Technological solutions such as chatbots (53%), intelligent search engines (29%) or automated phone calls (20%) are more likely to be used when it comes to obtaining general information.

"The key to a successful customer experience lies in how well a company understands when an interaction can be controlled by technology and when human intervention is required," says Dino Minichiello, Country Manager Switzerland  at ServiceNow. "Providing alternative points of interaction at different stages of the customer journey is an important part of this balance. Having a range of options that are easy to navigate relieves and motivates employees while providing the optimized experience customers expect."

The future of customer experience

The study also asked participants about their views and wishes regarding the future use of technology in customer service. 47% of respondents stated that they do not want a customer service based entirely on AI in the future. In addition, 52% say they want to reduce automated processes and return to an employee-based service. However, many consumers also see that technology can improve the customer experience. They can imagine, for example, that by 2025 virtual reality (VR) will be used to test products before they are purchased (34%), complaints management will be handled by smart assistants such as Amazon or Alexa (23%) or AI will provide precise personalized product recommendations (22%).

Example: The city of Geneva

"We are continuously optimizing the customer experience to provide users with the most intuitive, efficient and enjoyable platform possible so that we can use technology to facilitate their communication with the city," says Tom Royston, Head of IT, at the City of Geneva. The City of Geneva's IT department has been using Service Now for ITSM management since 2000. And since 2021, Service Now has also been used for the business management of various corporate services, such as public spaces, sports, social services, the municipal police, purchasing and even financial management. In this way, a number of specific business applications have been developed based on reusable functional blocks. Thanks to the CSM module, the general public (citizens and associations) can now carry out 100 % paperless online procedures for these specific services. The aim is to cover as many different types of requests as possible with this procedure. This is an effective and modern strategy aimed at facilitating citizens' communication with the city through technology.

Source and further information: ServiceNow

The Board of Directors of EXPERTsuisse appoints Stefanie Specker, New CEO of the educational organization EXPERTsuisse AG since 2023as overall head of the organization as of 1 April 2024. In this role, she will be responsible for shaping and implementing the strategic direction as well as managing the company's 45-strong core team, which is made up of the association and educational organization (AG). As Director, Sergio Ceresola will represent the interests of the association and oversee important political and regulatory dossiers. Marius Klauser, who led EXPERTsuisse for over ten years, has decided to change career direction. The Board of Directors would like to thank him for his commitment and wishes him all the best for the future.

"Being able to place the management in the hands of experienced managers from our own ranks is proof of the strength of our association and our educational organization," says Peter Ritter, President of EXPERTsuisse. "The excellent cooperation within the Executive Board allows both a distribution of responsibilities in line with the competence profiles and mutual support in order to drive forward the transformation of the association and make our profession visible."

EXPERTsuisse represents the industry in important political issues and has attractive offers for members as well as modernity and market relevance in skills development and certification. The association will be celebrating its 100th anniversary next year.

Source: EXPERTsuisse

The Candidate Pulse Study 2024 by Michael Page found that two main factors cause the most work stress among employees: Lack of recognition (38%) and too much work (31%). One in five people (20%) have left their previous job due to stress at work. A further 30 percent stated that they stayed in their job despite stress, but were open to new opportunities outside the company.

Only 27% of employers have taken measures to support their employees. The most common measures are support programs for employees (EAP), telephone support from external specialists (44%) and facilitating discussions with management (44%).

Well-being in the workplace as a key factor

The well-being of employees is an important factor when choosing an employer. A pleasant working environment was either "important" or "very important" for 97 percent of jobseekers. This was followed by offers for mental well-being (79%) and flexible working conditions in terms of time and location (74%).

In the absence of support services, most employees first discussed their problems with stress at work with family and friends and not with colleagues or superiors. If problems are not addressed, there is a risk that they will become known outside the company via review portals or social media. This can exacerbate the challenges that companies face when recruiting.

Loyalty to employers declines

These results are confirmed by other studies by Michael Page. They show that loyalty to the employer has become less important. According to the study "Talent Trends and Social Media" published at the end of 2023, 9 out of 10 Swiss employees who started a new job last year are open to new opportunities. Remote working and access to social media are contributing to this trend. 80 percent of respondents stated that they use LinkedIn for their job search. Half of those surveyed visit these channels daily, often several times.

"Employee retention is strongest in companies where managers take the time to talk to their team members. This gives them the opportunity to address key issues and recognize employees' achievements," says Yannick Coulange, Managing Director, PageGroup Switzerland.

Source: Michael Page

Bernhard Kuntz is the owner of the marketing agency Die PRofilBerater in Darmstadt (www.die-profilberater.de). He is the author of the two marketing classics "Die Katze im Sack verkaufen" and "Fette Beute für Trainer und Berater".

Mr. Kuntz, you claim that the coaching business has changed fundamentally since the outbreak of the coronavirus pandemic.

Bernhard Kuntz: Yes, the increased acceptance of digital coaching has internationalized the coaching business, which was previously primarily a local or regional one.

In what way?

Since online and telephone coaching eliminates the travel time required for face-to-face coaching, it doesn't really matter where the coach lives. Coachees can also be coached by coaches who live in the USA or elsewhere without any increase in costs. Digital technology also makes coaching sessions possible today that were previously not feasible for business or organizational reasons.

Digital technology makes many coaching sessions possible

Can you give an example of this?

For example, coaching teams whose members work at different locations or even in different countries.

In other words, coaching for so-called virtual or hybrid teams, which have become increasingly important due to the rise in working from home and in cross-divisional, cross-location or even cross-company teams.

Yes, but that is not the only reason why I am convinced that the percentage share of digital coaching in the coaching market, which is currently around 40 percent, will continue to rise sharply.

Why still?

Because coaches are currently facing very powerful competition in the form of coaching apps - especially coaches and life coaches working in the B2C sector.

Coaching apps are competing with coaches

Why the life coaches?

Because most self-pay patients find it very expensive to pay 100, 150 or even more euros out of their own pocket for a coaching session. Many people rarely want or can afford this luxury - at least when there are coaching apps that promise them: "We can help you solve your problem for 20 or 30 euros a month." Younger potential customers in particular then try their luck there first, as they are already used to being coached by an app when exercising, losing weight or meditating, for example. The health and wellness sector is showing where the journey is heading. Today, many health insurance companies (in Germany, editor's note) already cover the costs of using apps for topics such as stress and health management, which saves many a call to a coach.

So you don't see much of a future for coaches whose clients are primarily self-payers?

Yes, as long as they do not partially reposition themselves in the market and redefine their business area.

And what about the business or B2B sector, i.e. coaches whose clients are primarily companies and entrepreneurs?

The situation is different for all coaches whose clients can book the coaching sessions as operating costs - which is why I often recommend coaches working in the B2C sector: Focus your marketing on entrepreneurs and freelancers, who have a high daily rate themselves, which is why they are less price-sensitive.

Coaching apps are also used in the B2B sector

And in the classic business sector?

I also expect that clients, i.e. companies, will increasingly rely on coaching apps in the future - if only for cost reasons - and not only for such soft topics as stress management, but also when it comes to teaching the necessary basic attitudes and skills in the areas of leadership and project management, for example. Here, however, coaching apps will primarily be a tool to make personnel development measures more effective and more appropriate to the needs of future employees.

How is the latter the case?

Well, the members of Generation Y and Z, who are often already among the top performers in companies today, are used to working, communicating and learning online. They therefore expect digital technology to be used in personnel development - if only because it allows them to learn at any time and from any place. However, this use of apps will always be integrated into more comprehensive coaching and personnel development concepts, at least when it comes to the development of top performers in the core areas of companies.

Hybrid coaching concepts are in demand

What does that mean?

Coaching measures will increasingly have a hybrid character.

What does that mean again?

Well, at the beginning of a coaching or development program, for example, the coach first meets with the participants in person to build a relationship with them and agree on development goals. This is followed by online coaching and training sessions, between which the participants practise and consolidate what they have learned using coaching or self-learning apps, among other things. Then there is another face-to-face meeting before ...

What does this mean for business coaches?

A high level of digital competence is becoming increasingly indispensable for them, as well as for HR departments, so that they can forge and implement such complex coaching and blended learning concepts in the first place, as these have many advantages for companies.

Which?

Among other things, if the coachees have an acute problem, they can discuss it directly with the coach instead of waiting weeks or even months for the next face-to-face coaching session.

Business coaches need to become more role-flexible

That sounds as if business coaches will also have to increasingly act as consultants and trainers in future?

Good coaches have also done this in the past because business coaching is actually always about the coachee doing their job better afterwards. That is why good coaches have always slipped into the role of trainer or consultant depending on the situation and needs. Companies also expect this from a business coach if it helps them to achieve their goals. This is why they also pay close attention to the professional expertise and field experience of business coaches when selecting them.

This means that consulting and coaching are merging, at least in day-to-day operations.

From my point of view, this separation has always been an artificial one. My thesis: Pure coaches will have an increasingly difficult time in the business sector in future - also because coaching topics such as self-management, where the roots of the problem lie primarily in the personality of the coachee, are increasingly being covered by AI-supported coaching apps.

Business coaches will continue to be in demand in the future

That shouldn't please most coaches...

At least not the life coaches. The situation is different when it comes to increasing the effectiveness of a person or group of people in the organization, which is usually the case with business coaching. In some cases, coaches need to rethink their self-image so that they can use digital technology to develop and implement attractive personnel development and coaching designs for companies and their employees. If they succeed in doing this, they will continue to be successful in the future - regardless of whether their business card says coach, consultant, trainer or something else.

According to the latest Global Business Optimism Insights Report from Dun & Bradstreet (D&B), sentiment among Swiss companies continued to deteriorate in the second quarter of 2024. The D&B Global Business Optimism Index for Switzerland fell by six percent to 60.8 points, compared to 64.8 points in the previous quarter. Although this was still slightly above the global average of 60.2 points (an increase of five percent compared to the first quarter of 2024 with 57.1 points), it shows a slight negative trend. Sentiment improved worldwide, particularly in industry. The main driver is the end of monetary tightening by the central banks of industrialized countries. For the first time since 2023, companies are also optimistic about their input costs, which is boosting production and significantly brightening sentiment in the manufacturing industry.

For the quarterly report, D&B surveyed around 10,000 companies from 32 countries on their expectations for the second quarter of 2024 with regard to growth, current business and planned investments. The most important results of the five Dun & Bradstreet indices in relation to economic development in Switzerland at a glance:

• Global supply chain problems continue to weigh on sentiment. Dun & Bradstreet's Global Supply Chain Continuity Index fell by eight percent worldwide from 47.9 points in the first quarter of 2024 to 44.1 points. In Switzerland, it fell by five percent from 46.5 to 44.3 points. Geopolitical tensions are affecting the supply chain of one in seven companies worldwide. Companies in the US, France, Italy, the UK and Hungary are most affected.
• According to the D&B Global Business Financial Confidence Index, the financial confidence of Swiss companies reached 60.4 points. Compared to the previous quarter (61.1 points), this is a moderate decline of one percent. However, financial confidence remains slightly above the global average of almost unchanged 59.7 points (first quarter of 2024: 59.9 points). This shows that companies consider their financial situation to be stable despite the difficult economic environment.
• The D&B Global Business Investment Confidence Index for Switzerland fell significantly by ten percent from 53.9 points in the first quarter of 2024 to 48.3 points - the lowest value of all the economies surveyed. Globally, the index fell by five percent from 58.7 to 55.6 points. This reflects the expectation of an easing of monetary policy by the major central banks in the middle of the year and the resulting delay in investment decisions.
• The commitment of Swiss companies to implementing environmental, social and governance (ESG) standards reached 61.2 points according to the D&B Global Business ESG Index. This is an increase of two percent compared to the previous quarter, when the index stood at 60.2 points. Globally, the ESG index fell by three percent from 61.9 to 60.0 points. Despite this decline, sustainability remains an important issue for companies.

"The pronounced decline in the D&B Global Business Investment Confidence Index in Switzerland is surprising given the robust economy," says Macario Juan, Managing Director of Dun & Bradstreet "It appears that the geopolitical uncertainties and ongoing supply bottlenecks are having a greater impact on companies' investment planning here. This could be a sign of subdued economic development in Switzerland."

Source: Dun & Bradstreet