Some people probably did not expect Revendo AG to win the Prix SVC Nordschweiz 2021. The five other co-finalists, some of whom have been successful in the market for decades, could just as easily have made the running. However, the company, which was only founded in 2013, convinced the jury from A to Z. Bernhard B. Fischer, Head of the SVC Region Northern Switzerland, highlighted the most important aspects as follows: "Sustainability is a top priority at Revendo. The company sets an example against the throwaway society and its products meet the spirit of the times. The fact that this concept of upcycling is successful is impressively demonstrated by Revendo's rapid growth and the new jobs created. And last but not least, the shopping experience at Revendo is also convincing, which is perfectly aligned with customer needs both online and in the store." However, on the occasion of the awarding of the SVC Northern Switzerland Anniversary Prize on November 25, 2021, the SVC was able to demonstrate that Revendo AG is one of the most innovative SMEs in Switzerland precisely for this reason. Young and sustainable: A new trend for winning companies? Bernhard B. Fischer denies: "The Prix SVC is not comparable to a startup prize." Companies that want to go through the jury process must be more than five years old.

The proud winners of the Prix SVC Nordschweiz 2021

The two members of the management board of Revendo AG, Aurel Greiner and Laurenz Ginat, were once again delighted that their company was chosen as the winner of the Prix SVC Nordschweiz 2021, which has now been awarded for the tenth time. "We would never have thought that we could prevail in this strong field of participants" explained Laurenz Ginat. "The fact that we have now actually received the most prestigious SME prize in Northern Switzerland is not only a great honor for us, but also confirmation at the same time that Revendo is on the right track."

Revendo wants to expand foreign business

The Revendo success story is now set to continue throughout the German-speaking world. In summer 2021, Revendo opened its first branch outside Switzerland, in the Austrian capital Vienna. This strategy is now to be continued, as Aurel Greiner explained: "The Prix SVC gives us the courage to take our concept to other cities. Our goal is to make the 'Revendo' brand known throughout the DACH region in the next few years and to take on a pioneering role in the remanufacturing of used electronics."

Price comes at the right time

The award has also generated a lot of positive energy within the company. "We have received a lot of nice feedback," said Greiner and Ginat in unison. In addition, it was also very motivating for the team spirit in the company to win this award together and thus to be confirmed in the relevance of the daily work. The prize comes at the right time, according to the two company founders. It creates a good prerequisite for the planned expansion. "Thanks to the prize, new partnerships have already come about," says Aurel Greiner.

Step on the gas" online

Bernhard B. Fischer is confident that Revendo will continue to be heard of internationally with positive news. And the SVC regional manager is convinced that the company's founders and their entire team will continue to pursue the innovative and sometimes challenging path they have embarked upon with determination and vigor. Abroad, they want to "step on the gas" online in an initial phase, because it is currently uncertain how the stationary trade will develop. Shop-in-shop concepts are also conceivable, Greiner and Ginat explained. The young winners of the Prix SVC Nordschweiz 2021 should help the entrepreneurial prize gain additional resonance among the upcoming generation of entrepreneurs.

More information: Revendo AG / Swiss Venture Club

An ERP project not only renews the technological backbone of a company. It often also transforms business processes and thus changes the everyday working lives of large parts of the workforce. For this reason, companies should make some elementary considerations at the very beginning, well before software selection:

Clarify the why, wherefore, why

When inventory is taken every few months because the stock level is not correct or the management has to wait days for evaluations, it is clear that things are not running smoothly. Those who primarily try to iron out such pressure points by changing an ERP system will fall short of their potential. An ERP implementation is also an opportunity to "hit the big time": companies should be clear about what they want to achieve in the future and what they need to do so. With questions like: How do we want to work in the coming years? Where do we see opportunities for viable business models? this process can be initiated.

Organizational hurdles: Tracking down "layers of paralysis

In many places, home-grown problems and organizational blockades prevent an efficient flow of information. Axel Winkelmann draws comparisons here with impermeable layers of clay - or "layers of paralysis". In this context, continuity is just as important for business operations as it is for project organization - so that targets and instructions from management reach all levels. But above all, so that suggestions and input from the workforce get through to the top - and don't get stuck somewhere in the middle at a "yes, but".

Speaking of project organization: Incorrectly set up teams repeatedly lead to the failure of an ERP project. The cardinal mistake: hanging it up in the IT department alone. "How is the IT department supposed to discuss organizational measures ... and then ... also implement them? That is factually impossible. So we always need the controlling hand in this project, always the foresight of someone who has an overview of the entire company," Axel Winkelmann emphasizes.

From time to dough: setting the economic framework

In addition to the budget question, the issue of timing also needs to be addressed early on: Are there seasonal peaks or other deadlines that need to be taken into account? How can the necessary time be "freed up" for the project team? If you believe that you can burden employees with additional project work in their day-to-day business, you should not be surprised if their motivation leaves much to be desired. Winkelmann has a rule of thumb for estimating your own effort: "If an ERP consultant comes to you for one man-day, you can add another two and a half to three man-days of your own work.

Create clear communication structures

Practical experience shows: Projects that are run quietly are often in danger of failing. It is important to "bring employees along" and communicate openly about plans - be it through a regular newsletter or a speakers' corner in the cafeteria. It is important that the workforce is aware of what the management is up to. This increases commitment, perceived appreciation and ultimately the willingness of employees to work with the new software.

Everything from the beginning: Preparing change processes

In addition to technology, there are also organizational adjustments to be made: Departments, processes and rules and regulations are being reorganized. Not every employee will be enthusiastic about this. A project this large also stirs up fears. Simply wiping them away and ignoring them lowers motivation and promotes a blockade attitude. It is better to promote understanding for the resulting changes and give employees the opportunity to help shape them. The keyword here is demystification.

Wanting is human: anticipating conflicts

Of course, every department will try to map its processes and specifications one-to-one in the new system. Who wants to adapt to others, and certainly not to a software! Conflicts are inevitable. The ERP vendor's consultants are usually not considered impartial in this regard. It can be helpful to have a neutral third party at your side as a mediator, who can moderate and mediate if necessary. And it helps to make it clear right from the start: Adaptations are possible, but must not get out of hand at the expense of later upgradeability.

Solid data, solid business

Axel Winkelmann also advises specifying a company's data foundation as early as possible: What data does who need? Where does it come from and where does the information flow to afterwards? Initial requirements for the technology can also be defined at this early stage. Winkelmann warns against relying solely on a well-intentioned recommendation from a friend or business partner when choosing an ERP system. The risk that it will not fit one's own business model and vision of the future is very high.

Tap into sources of know-how

Very few companies have a great deal of experience with ERP implementations in-house. After all, companies tend to carry out such a project only every 10 years, and some even only every 20 to 25 years. Companies acquire the necessary know-how by bringing new employees on board and bringing in external support. After all, the manufacturer's consultants not only know the system well. With their experience in similar industries, they can also contribute best practices.

Get into action quickly

"It's no use preparing a perfectly planned ERP project for five years and still not getting it done," warns expert Winkelmann. Because in case of doubt, the competition is already implementing the digital advantages that you're still chewing over out of concern that you're overlooking something essential. The way out of this predicament? Work with prototypes and select software that can be configured to a large extent.

And last but not least, according to Winkelmann, a lot also depends on the right expectation management: Not everything in the process flows will improve in one fell swoop. But in combination, a well-prepared ERP project means that the company as a whole is properly positioned for digitization and can do many things differently and better than before.

Source: www.proalpha.com

A study by Capgemini on next year's IT trends shows that IT budgets for 2022 will increase in many companies. However, the additional investments will not flow primarily into new developments, but into modernizations of existing system landscapes, according to one of the results of the study, in which 195 IT and specialist managers from large companies and public authorities from Germany, Austria and Switzerland took part in September and October 2021.

Three quarters of companies with higher IT budgets for 2022

In concrete figures: 73 percent of respondents expect IT budgets to increase in 2022, the highest figure since the survey began in 2003, according to the report. Just under a third of the study participants will even increase their IT investments by more than 10 percent in 2022, compared to only a fifth of respondents in the previous year. Some 11 percent will cut their IT spending, compared with just under 15 percent last year. The forecasts for 2023 are also very positive: just under 73 percent of respondents expect higher spending, and almost a third expect increases of more than 10 percent.

Economy on course for expansion

Nearly 83 percent of the company representatives surveyed said that their organization is expected to grow economically or organizationally in 2022. Only 10 percent have no plans for expansion and want to stabilize. Only 1.4 percent of companies are expected to become smaller. "IT plays a crucial role in the expansion plans of many organizations, as shown by the high level of investment in this area. Digitization and the use of intelligent systems are not only intended to generate competitive advantages. They also help to reduce greenhouse gas emissions and at the same time cushion demographic change and the shortage of skilled workers, for example by relieving employees of routine tasks," says Guido Kamann, Head of Capgemini in Switzerland, commenting on the findings.

More money for IT modernization

While almost 47 percent of the IT budget was spent on maintaining the existing system landscape in 2021, this figure will fall to just under 44 percent in the coming year, Capgemini's survey shows. Spending on new developments will also fall slightly, from around 26 percent in the previous year to 24 percent. Instead, companies and public authorities are planning to spend more money on modernization: The share of these investments in the total IT budget will rise from around 27 percent last year to just under 32 percent now. "We assume that in many cases the modernizations will be projects in which applications are made cloud-capable. Because in view of the high security and environmental standards, the wide range of services and the price-performance ratio, it is now worth modernizing older core applications and bringing them into the cloud," explains Guido Kamann.

IT as a competitive factor

And what about the financing of IT innovations? According to the study, this is now almost as likely to come from the business side as from the IT side. On the one hand, this shows that the core business of many companies is now based on IT. On the other hand, business decision-makers consider IT to be a competitive factor and initiate significantly more digital projects than in the past. In joint IT projects, however, the business and IT departments only work together as equals in around one in ten organizations. In all others, the main donor still has the greatest influence on decisions.

Source and further information: Capgemini

Furniture that can be assembled at will and "grows" with changing needs - that is the idea behind "Formich" by Philipp Rast. Depending on the stage of life, the furniture can be adapted, which means it does not have to be thrown away and replaced by new ones. In this way, the company founder wants to promote sustainable consumption in the home as well. Philipp Rast wanted the lions to invest 100,000 Swiss francs in exchange for a 20 percent share in the company. Initially, the lions were very interested in the idea and were convinced by the quality of the furniture on display. But when it came to concrete figures, the initial enthusiasm ("cool brand," Roland Brack) gave way to a sobering realism: At 2,000 francs for a shelf, "Formich" is in a proud price range, and the five lions also found the sales development according to the business plan a bit too linear. Lukas Speiser's hard-hitting conclusion: "Too little scalability, too expensive, does not justify a company valuation of half a million francs". No deal was struck. Philipp Rast made no secret of his disappointment, but was still looking forward to his after-work beer.

Lions show how their fitness is...

Then things got a bit action-packed and sporty: the young company "Overground AG" with Fabian Kägi, Chris Harmat, Dominique Karlin and Maurice Ndotoni is a combined training center for Ninja Warrior, Parkour, Calisthenics, Trampoline, Chase Tag, Big Bounce and Tricking - sports that are probably completely unknown to the older generation of TV viewers. The four sports enthusiasts - including Parkour and Ninja Warrior champions - currently run a training hall, but want to take off with events in the future. To do so, they need an investment of 150,000 Swiss francs and are willing to cede 10 percent company shares. The plans that the four presented sounded ambitious: they want to generate 30,000 francs in sales per event. Roland Brack already showed himself to be a connoisseur of Parkour. Patrick Mollet showed his fitness on the equipment himself. Only: The five investors put question marks behind the setup of the company: Is it now a fitness center operator or an event organizer? For Roland Brack, Overground AG is still in a "non-investable" phase. Tobias Reichmuth found the business plan too unclear, he also dropped out. For Bettina Hein it did not fit into her portfolio, Jürg Schwarzenbach and Patrick Mollet also did not want to invest. Conclusion for the TV viewer: The four young entrepreneurs probably still have to work on their business fitness...

When an online retailer suddenly invests in stores...

From sports back to retail was the presentation of "S'Fachl" with Christian Hammer, Markus Bauer and Coco Künzle. The Austrian company rents out sales space to small businesses in the form of fruit crates. Customers of "S'Fachl" can fill these crates with their products as they wish and follow the sales development live online. In Switzerland, they are currently present with a store in St.Gallen, run by Coco Künzle as "Fachlmeisterin". 300,000 Swiss francs against 10 percent company participation was now the investment presentation of the entrepreneurs from Vienna. Lion Tobias Reichmuth was taken with the concept - a kind of "analog Amazon" - but did not want to invest. Bettina Hein also made it short: "I have too little expertise in the retail sector" and also dropped out. Lukas Speiser recalled failed attempts to set up a floor-space business for Amorana and stayed true to his line: focus on online retail. Roland Brack, on the other hand, made an offer: 300,000 Swiss francs in exchange for a 15 percent stake. After a brief consideration, Christian Hammer accepted. So the deal was struck with the online retailer, which Tobias Reichmuth commented as follows: "Like Jeff Bezos: started online, and now he has stores everywhere.

Three offers for a single business idea

A situation that many a man has probably already experienced: An invitation to the wedding of a good friend with the dress code "festive". So where to find a suitable suit in the short time available? Lorenz Pöhlmann and Ibrahim Can from "Adretto" made exactly this experience. After a long trip from men's outfitter to men's outfitter, they thought to themselves: Couldn't there be alternatives? Their solution: renting suits instead of buying them. They developed software that calculates the appropriate measurements based on the customer's input and handles the rental process. For around 200 francs, they can rent not only a suit, but also matching shirts and accessories. Thanks to clever marketing via Google Ads, the two men have been able to generate a respectable demand - and: they currently seem to be the only ones in Switzerland to offer a suit rental service. But now they need capital to grow: 100,000 Swiss francs against a 10 percent stake, that was their idea. Three lions wanted to strike: Roland Brack offered 100,000 Swiss francs, but wanted a 15 percent share, Jürg Schwarzenbach offered 100,000 Swiss francs at 10 percent and Anja Graf also. Jürg Schwarzenbach finally won the bid, probably because as a member of Carvolution's board of directors he already had expertise in rental models. Given the enthusiasm that "Adretto" aroused in three lions, perhaps even more would have been possible. After all, Roland Brack stated at the end: "It's a pity that they didn't negotiate more.

(Update: After the broadcast, "Adretto" was also able to win Roland Brack as an investor. This of course means even more expertise and above all: online distribution...)

And once again: High company rating as "pièce de résistance

Marco Niggli from Sursee is the prototype of a smart young entrepreneur: 25 years young and fully convinced of his product. And this is called "Klixx", a frameless holder for car license plates. Simple design, manufacture from recycled plastic, easy assembly, available in various DIY markets were good arguments to arouse interest among investors. The capital requirement: 50,000 Swiss francs against 2.5 percent company participation. But the lions did not trust the company valuation put forward by Marco Niggli. Bettina Hein and Lukas Speiser complained that it was based too much on future calculations (150,000 "Klixx" sets are to be sold in Switzerland by 2024, with sales prices ranging between CHF 34.95 and CHF 39.95). Jürg Schwarzenbach and Bettina Hein said goodbye to the "bidding war", while Lukas Speiser took another look at the valuation: With a quarter of a million in sales in 2021 and still no profit, a valuation of 2 million was not justified, he said. Marco Niggli, however, referred to the investments made in patents and developments. His product was protected and competitors could not simply jump on his bandwagon. Anja Graf appreciated this positively, but did not believe in the sustainability of the projected sales figures and dropped out. Roland Brack wished for a different offer from the young entrepreneur with a more relevant company share. Marco Niggli understood and now offered 10 percent company shares for an investment of 50,000 Swiss francs. Roland Brack and Lukas Speiser exchanged glances and had a brief discussion. Their new offer was: together 100,000 Swiss francs against 20 percent company shares. Marco Niggli accepted. It seemed that even smart young entrepreneurs sometimes had to be forced to be happy...

High tech for museum visits

200,000 Swiss francs for a 15 percent stake in the company - that was the capital requirement for "Dojo," an audio device for exhibitions that works using bone-sound technology. This means that the device is not held to the ear, but to the temple, thus providing an additional sound experience - in principle, a kind of acoustic "augmented reality. In exhibitions, "Dojo" recognizes when you are in front of an exhibit the information available about it. This is conveyed by a narrative voice, as Jana Kalbermatter and Louis Moser, the two young entrepreneurs, explained. Museums and exhibitors can program the device to suit their needs. And this showed the problem with the product: it is aimed at a niche with little potential for scaling, because the number of museums that can afford such a system - the purchase costs are in the five-digit range - is manageable. Anja Graf, Bettina Hein, Lukas Speiser and Jürg Schwarzenbach all dropped out, but paid great respect to the technological development. Roland Brack, who was the only one to try out the device, then made an offer: 200,000 Swiss francs in exchange for a 20 percent share in the company. And Jana Kalbermatter and Louis Moser were happy to take it.

Entrepreneurial fitness shown

The third season of "Die Höhle der Löwen Schweiz" ended with this show. The new investors brought a breath of fresh air and new expertise to the show. There was no shortage of business ideas and interesting business cases, and most of the startups and young entrepreneurs also deserved the publicity via TV cameras. A respectable level of entrepreneurial fitness was on display; the season's highlights included two Million-dollar deals as well as a teaching example (Broadcast October 26 2021), how you can gamble away the goodwill of investors with arrogance. We can look forward to the fourth season, for which new startups and interesting product innovations are already being sought that want to stand up to the judgment of investors.

Interviews with two investors on "Die Höhle der Löwen Schweiz" can be found at here, a review to the broadcast of November 30, 2021 there is here.

Information on all shipments: https://www.3plus.tv/die-hoehle-der-loewen-schweiz

One in three employers (36 %) are currently seeing more voluntary terminations than before the pandemic. That's according to the latest labor market survey by Robert Half, a talent solutions provider. Respondents cited difficulties balancing work and family (13 %) as the top reason.

The most important reasons for voluntary terminations

Further decisive factors for voluntary job changes are concerns about job security (12 %) and the lack of prospects for salary increases or career opportunities (11 %). High workloads (11 %) and uncompetitive salaries (10 %) also lead to employees voluntarily leaving.

(Source: Robert Half Labor Market Study 2021)

Home office did not lead to improved work-life balance everywhere

In the 2019 labor market study, the main reasons for quitting were still too low a salary and the lack of prospects for a position with an international focus, according to Robert Half. "The motives for changing jobs have changed significantly. The home office options introduced in the pandemic have not led to an improvement in work-life balance for all employees," says Eva Mahoney, associate director at Robert Half in Zurich. "In addition, the economic shocks have raised many concerns about job security. In addition, companies struggling with the impact of the pandemic restrictions are currently unable to offer salary increases or development opportunities. This is contributing to higher churn."

Five tips against voluntary redundancies

Every voluntary termination causes costs and a loss of knowledge. Companies would rather keep their top employees - especially in times of a shortage of skilled workers. That's why active countermeasures are advisable. Eva Mahoney offers the following five tips on how employers can reduce the risk of their employees voluntarily quitting:

1. Transparent internal communication: If employees are worried about their jobs and quit for this reason, there may also be a misunderstanding. The employee may think that the company is in a bad way because of the current conditions - even though the real figures give no reason for this. This is where transparent internal employee communication can come in, providing information about the company's economic situation and openly stating its position.
2. Flexible work hours and remote work: Both improve the compatibility of family and career for many employees and contribute to greater satisfaction in terms of work-life balance. In many professions, a high degree of independent work and free time management is possible. This scope allows for creative work and individual breaks for reflection.
3. Appreciation express If you value your employees and give them the feeling that they are important to the company, you shape the group feeling and the emotional bond. The same applies to a good working atmosphere - here, the feel-good factor plays a major role.
4. Actively promote employees: Employees who do not want to stand still but have goals are grateful for cooperative employee development. They feel noticed, important and supported.
5. Living values and corporate culture: Values and corporate culture also play a major role: flat hierarchies, co-determination and communication at eye level strengthen the potential for identification. It is important that the corporate mission statements not only have an image-building effect on the outside, but are also lived out. Regularly reviewing this is an important management task.

Source and further information: Robert Half

In life, there are two basic forms of competition: competition as part of a group and competition between groups. While competition as part of a group - who's up, who's down, who's in, who's out - gets a lot of attention, competition between groups is far more consequential. Strictly speaking, failure in intergroup competition almost always meant certain death and elimination from the gene pool for our ancestors in ancient times. In group competition, the most important factor for success is the coordination of individual efforts. Almost every significant human achievement came about through a coordinated group effort. The person or persons primarily responsible for coordinating group effort are its leaders. Therefore, leadership is critical to organizational effectiveness and determines whether a group succeeds or fails. This is as true for nations as it is for companies, and yes, even for team sports.

Talent alone is not enough

Team sports such as soccer, American football, basketball, volleyball, and rugby union are an excellent testing ground for leadership and organizational effectiveness. Success in these competitions requires a tremendous amount of group coordination. When an individual fails to do his or her job, it often results in the loss of possession, points, or even the entire game. As sports have proven time and time again, pure talent alone is not enough to produce a well-coordinated group effort. Sports are also an excellent way to test leadership skills and organizational efficiency because the results are objective: A team just wins or loses. It is often difficult to tell (until it is quite obvious) whether a business or government is succeeding or failing. But in sports, every game has an objective result. And finally, the third factor that makes sports an excellent testing ground for leadership and organizational effectiveness is the fact that players, managers and coaches change teams frequently. This means that team dynamics change frequently, and leadership is instrumental in attracting and developing the right talent, convincing individuals to put their own glory aside for the sake of the group, setting the strategy (or game plan) for success, and ensuring that coordination remains at a high level over long periods of time.

If you bet on the wrong coach ...

How a person leads in sports, just as in business or government, is largely dependent on that person's personality. We all differ in how we typically think, act and feel, and these individual differences affect how players and assistant coaches react. A few years ago, we were commissioned to help a large sports club select a new head coach. We used a series of scientifically validated personality assessments to understand how each potential coach would fit into the team. We assessed potential candidates' ability to handle pressure, work with the media, motivate their team, recover from defeats, treat players with respect, and build positive relationships with key staff. All of these factors are critical to success as a head coach. Based on our evaluations, one coach clearly stood out from the others because he was well prepared to take on the responsibility of leading the team. Unfortunately, the ownership group of this team chose a different candidate. According to our assessments, the coach they selected seemed to be guided by emotions and had difficulty handling criticism. During the game, the team showed a lack of discipline and conceded many penalties. The head coach clashed with the media several times, and halfway through the season many speculated that he had lost control of the team. At the end of a season that brought more defeats than victories, the coach was fired. The next season, the team hired the coach we had originally recommended. For the first time in more than a decade, the team played for the league title, and the head coach was named Coach of the Year by the league.

Basic principles are similar

Sport is a microcosm for exploring personality, leadership, and organizational effectiveness. The goals are clear and the results are not influenced by politics or bias. Teams and their managers change frequently, so it's a great place to observe how leadership and team coordination affect outcomes. Although managing a sports team is not quite the same as managing a business, many of the basic principles of leadership are the same: the most effective leaders are able to build and maintain high-performing, well-coordinated teams.

Author

Ryne A. Sherman is a renowned personality psychologist and leadership expert. As Chief Science Officer at Hogan, he works with top organizations to select the best leaders and CEOs through the use of personality data. Ryne A. Sherman's work includes extensive research on common challenges facing teams in organizations today, and developing and testing approaches to overcome them.
www.hoganassessments.com

Companies around the world will invest more in the health of their employees. This is the conclusion of the Risk Outlook 2022 from International SOS. The annual global report, Risk Outlook 2022, produced in collaboration with market research firm Ipsos Mori, also reveals an increasingly complex risk landscape facing companies. Nearly 1,000 employee health professionals in 75 countries were surveyed. The responses show that there will be increased investment in both mental and physical health. More than half, or 56%, of companies intend to increase spending in both areas.

Mental illness significantly reduces productivity

Companies face a dual health challenge, according to the survey. In addition to the physical aspects of protecting against COVID-19, the pandemic has contributed significantly to a mental health crisis, it says. More than one-third of respondents (36 %) expect mental health conditions to cause a significant drop in productivity in 2022.

The need for increased investment stems from the fact that companies expect increased risks in 2022. More than two-thirds (68 %) of companies expect risks to increase or remain the same next year. In particular, decision makers responsible for business travel (69 %) and international expatriates or expatriates (67 %) expect risk levels to increase or remain the same in 2022.

Causes of the decline in employee productivity in 2022

Respondents see the following as the top five causes of declining employee productivity in the coming year:

• COVID-19
• Mental health problems
• Natural disasters including extreme weather conditions
• Traffic problems
• Security threats and civil unrest

Dr. Stefan Esser, Medical Director Central Europe at International SOS, comments: "In 2022, we face a multi-faceted threat environment. We are entering the third year of the pandemic, and although COVID-19 and the impact of the lockdowns continue to cause major disruptions, other risks are also becoming more present with the return to travel. Many experts predict that 2022 will be the "year of the big layoff wave." As a result, companies should ensure they are providing their employees with the support they need. Investing in mental health and physical well-being is essential for employee retention. These measures will help prevent productivity issues. The companies that best support their employees to navigate a changing work environment will be rewarded with higher employee resilience, loyalty and productivity."

Risk outlook 2022: Five forecasts

International SOS's top five listed forecasts for the next year are based on the results of the Risk Outlook Survey, expert interviews and the company's own data:

1. COVID-19, Long COVID, and mental health will be the top disruptors of employee productivity in 2022, causing increased absenteeism and continuity issues.
2. The infodemic will further exacerbate complexity in employee protection. At the same time, duties of care will be reshaped by new health and safety measures, employee expectations, and regulatory compliance.
3. Activities disrupted by the pandemic will become more stable by 2023 as companies use health and safety risk management as a competitive advantage. With improved risk management, companies support employee retention and willingness to return to activities such as business travel.
4. Companies run the risk of being caught off guard by rapidly changing security environments, as civil unrest and geopolitical volatility will exceed pre-pandemic levels.
5. Climate change will increase the frequency and impact of climate-sensitive hazards such as infectious diseases, extreme weather events, and socioeconomic tensions.

"In 2022, businesses need to be aware that perennial security concerns such as crime, civil unrest, terrorism or other geopolitical issues have not disappeared as a result of the pandemic. In many cases, the risks have actually increased. Tensions surrounding lockdowns, vaccine rollouts, and perceived encroachments on civil liberties have led to riots and violence in some places. With increasing vaccination requirements or restrictions on unvaccinated individuals worldwide, tensions are expected to increase in 2022. In addition to COVID-19-related triggers, natural disasters, geopolitical events, domestic conflict, and crime will continue to impact businesses around the world. These impacts will intensify in 2022 as travel increases again and the duty of care of employees in their home country becomes more of a focus," said Gautier Porot, Security Director for Switzerland and Italy at International SOS.

Source and further information: International SOS

Pascal Eggmann is a tinkerer. The Thurgau native developed his first Covid protective masks shortly after the lockdown in March 2020. The 34-year-old family man from Dozwil discovered that most hygiene and protective masks do not fit properly. Now, with his startup Unrepa, he is launching a mask that even exceeds the FFP2 standard many times over. Because it can be washed up to 50 times, the mask, called "LIVIPRO Evolution," is also more ecological than disposable masks.

Aerosols with covid viruses do not stand a chance

What makes the LIVIPRO Evolution special is its fit and the different sizes for children, women and men. "The best mask is of little use if ambient air enters on the side," says Eggmann. His solution: a skin-friendly silicone ring that closes the mask to the face. Aerosol researcher Ernest Weingartner, professor at the Institute for Sensor Technology and Electronics at the University of Applied Sciences Northwestern Switzerland FHNW, confirms: "The right size of a mask and how it closes off on the side has a major influence on the protection of the wearer.

Filter efficiency of 99% scientifically confirmed

Pascal Eggmann wanted to know exactly and had the mask tested by the FHNW. "We tested many masks: The LIVIPRO Evolution was one of the best," says Ernest Weingartner. His tests show: Unwashed masks achieve a filter efficiency of 99% for particles with a diameter of around 300 nm (300 nanometers = 300 billionths of a meter). This is the particle size that is most difficult to filter, according to Weingartner. The smallest aerosols containing viruses in the air are in this size range. The independent Swiss testing and certification company Testex also confirms the high protective effect of the mask.

In use in municipalities, museums and at the SBB

The LIVIPRO masks are not only skin-friendly, but also have antiviral and antibacterial properties, according to the manufacturer. Swiss municipalities, museums and technical colleges are already equipping their employees with them. The masks are now also used by the SBB and in sports circles. So far, Eggmann has sold around 120,000 of them.

Even after repeated washing, the protective effect of Eggmann's mask hardly diminishes. "It generates 540 times less waste than conventional masks," says Pascal Eggmann, calculating the added ecological value. It is also important to the young entrepreneur that the materials for his masks require little water and pesticides during production. Eggmann has his masks manufactured in Horgen in the canton of Zurich, and they are shipped all over the world from the protected workshop of the Sonnhalde Foundation in Grüningen/ZH.

More information: Unrepa

And this is how the story begins: Marco Maurer arrives in the Seychelles. At first, nothing points to a relaxing vacation on the paradisiacal group of islands in the Indian Ocean. First Marco gets upset about an elderly passenger, then about the receptionist at the hotel, and the protagonist seems to have built up a lot of frustration. He has a problem: He is supposed to take over his father's company, even though he has no desire to do so. In addition, his girlfriend is pressuring him to get married and have children, but is obviously more interested in his money. Marco's trip to the Seychelles initially turns out to be an escape from responsibility.

Making a company "turnkey

But then Rob - of all people, the passenger who provoked Marco with the statement that his life consists only of vacations - enters his life and gives it a new turn. It turns out that Rob is a successful entrepreneur who runs his company rather unconventionally - in any case differently than Marco knows it from his patriarchal father. He is the one who pulls all the strings, and no decision is made without his final say. And that includes deciding on the succession to the company: it is to be his son Marco. Rob invites Marco to a mysterious party on a private island. It turns out that Rob's company invites the management team to a luxurious event every year to "talk about the current situation in our company," as Marco then learns on the spot. Marco gradually succumbs to the fascination of a corporate culture that is new to him. Then Stefanie, an equally fascinating woman, crosses his path. She reveals to him the first secrets behind Rob's successful company management and invites him to learn more about it as a guest. Then something like a "school of life" for entrepreneurs begins for him in a condensed form: Marco thinks about his role in his father's company, memorizes phrases like "work more AM instead of IN the company" or "make yourself redundant from the start" or "a lot of work doesn't necessarily bring more money." Little by little, Marco discovers how to make a company "turnkey", i.e. fit for a succession plan. What Marco's decision looks like in the end cannot be revealed here, only this much: The book ends with a smile...

Generation change in the company as a question of optimal corporate management

In this "business novel", the author Bruno Aregger, who himself accompanies entrepreneurs during company succession, processes his ideas of an optimally managed company. The frame story is cleverly chosen: A frustrated entrepreneur's son is thrown out of the "hell" of a patriarchally run company quasi by chance into the "paradise" of a corporate culture in which everything seems to be just right: the way employees treat each other, a high degree of self-responsibility on the part of all, flat hierarchies, a healthy mix of intrinsic and extrinsic motivation on the part of the key people, all of whom are less "bosses" and much more "coaches" and "mentors." And a bit of romance and country information about the Seychelles can't be missing either. The characters are - sometimes perhaps a bit clichéd - clearly drawn: There's frustrated Marco, who knows he has to take over a company that doesn't suit him at all, there's jovial Rob, who shows how much fun entrepreneurship can be. And then there is Stefanie as the "saving angel" who takes Marco by the hand, gives him new knowledge, other views and ultimately the insights that lead Marco to his decision. Marco's father, who can be seen as the epitome of outdated ideas about how to run a company, and Marco's mother, who freed herself in time from the constraints of a family business by getting divorced and founding a startup, also play their roles on Marco's path to becoming an "optimal" entrepreneur.

A novel as nonfiction

Conclusion after reading: Bruno Aregger's book is a guidebook for entrepreneurs who are themselves facing a generational change in the company or otherwise at an entrepreneurial crossroads. Despite the "romantic" storyline, it remains a non-fiction book, but it is certainly more entertaining to read than some other specialized literature on topics such as corporate management, succession, corporate culture, and so on. This is because the emotional aspects of corporate succession and important messages for coping with them can be conveyed in an ideal way in the form of a "business romance". A good spirit in the company does not have to be a pipe dream, nor does it have to be a utopia; the practical tips for everyday entrepreneurial life that Bruno Aregger packs into a framework story are practicable and implementable - but, as with the main character, they require a change in personal mindset. The book, which is easy to read in this form, would have deserved more careful editing. But that can be made up for in a second edition, because the book certainly deserves one.

Bruno Aregger
My son takes over my company not
Being successful over generations.
ISBN 978-3-9524975-2-4 (Print)
ISBN 978-3-9524975-3-1 (e-book)
1st edition 2020

www.apple-tree.com

www.brunoaregger.com

It's snowing or raining and storming outside - ideal conditions for a cozy evening in front of the TV. Those who like it a bit more tangible might be well served with the "Nagelstock": This is a game in which you have to drive a nail into a piece of wood with the narrow side of a hammer with as few blows as possible. The brand "Nagelstock" by Rémy and Marc Hess offers this toy in various beautifully designed versions: for example, a large one for the living room and a mini version for on the road. And also a liquor called "Nagler" is part of the product range. The nail stick is currently sold mainly online, but at 700 francs for the large model, it is still in a high price range, as the five lions also stated. And also the number of sales - 1 piece per week - did not seem very convincing. However, Lion Jürg Schwarzenbach liked the brand overall. He sees potential to offer further products under this brand. However, he did not want to invest - "with a heavy heart", as he emphasized. It was not a question of a lot of money: 30,000 Swiss francs against a 15 percent stake were the ideas of Rémy and Marc Hess. Despite a lot of goodwill, the other four lions could not decide to invest either. Roland Brack at least offered the possibility of a "day deal" in his online store.

With wine spritzer to a successful deal

Marc Steimer and Markus Simmler from Buchberg in Schaffhausen have developed an alcohol-free wine spritzer under the brand name "Adam + Uva" with which they now want to conquer the beverage market. The lions are expected to invest 80,000 Swiss francs in exchange for a 6 percent stake in the company to make this a success. The lions like the drink. They are impressed by the fact that 100 percent Swiss ingredients are used for the wine spritzer. They seem to have hit a nail on the head with Tobias Reichmuth in particular, to stick with this image. He pestered the two entrepreneurs with questions about sales targets ("1 million in five years") or profit margins ("1 franc per bottle is realistic"). But do investors really need to scale up production? Wouldn't that be better done through bank financing? Lukas Speiser and Tobias Reichmuth put their heads together and finally agreed to jointly offer 80,000 francs in exchange for a 5 percent share in the company. Marc Steimer and Markus Simmler initially wanted to push the stake down to 4.5 percent each, but accepted the offer anyway when they realized that Tobias Reichmuth and Lukas Speiser did not want to budge from their position.

Bitcoin savings for all

"The world's simplest Bitcoin investing app": Julian Liniger, Adem Bilican and Fabian Dominguez advertised their solution "Relai" with such full-bodied praise. It enables beginners and advanced crypto fans to buy and sell Bitcoins quickly and easily. The app works like an ATM: Money in - Bitcoin out. Uncomplicated and simple because Swiss legislation requires verification for such money exchange transactions only from 1000 francs per day and customer. The Bitcoins are stored on the smartphone, so "Relai" does not manage any assets. 5000 active customers investing around 2 million francs per month. Per transaction, "Relai" charges 3 percent. The three founders now want an investment of 500,000 francs in exchange for a 5 percent stake, preferably from Tobias Reichmuth of course, who has already built up a cryptocurrency company himself. There was initially a lot of appreciation from Jürg Schwarzenbach, "but this is not for me," he said, explaining his exit. Patrick Mollet pointed out that there are already countless crypto platforms - "there's no need for you" - and also dropped out. For Roland Brack, cryptocurrencies are the "biggest legalized Ponzi scheme" and therefore did not want to invest either. That left Tobias Reichmuth, who eagerly beat the drum for cryptocurrencies among the other lions, and Bettina Hein: together they offered the desired 500,000 francs. Julian Liniger, Adem Bilican and Fabian Dominguez happily chime in and now want to strive for the acquisition of a broker license and contribute to the democratization of the cryptocurrency Bitcoin with "aggressive marketing".

A hair's breadth away from an investment

Sleep disorders are a widespread disease, as was also learned in an earlier broadcast. Aron and Alex Suarez and Samuel Buob entered the lion's den with "SilentSleep," a device for treating sleep apnea. They developed a "medical didgeridoo" and an app to treat sleep apnea. By playing the didgeridoo, the muscles in the throat are trained and thus a cause of snoring and sleep apnea is completely and permanently cured within a few weeks, as Alex Suarez knew from his own experience. One million francs against 15 per cent participation wanted to have invested the three now by the lionesses and lions - a very high evaluation. But behind it are 15 years of development and research. The product stands and must now be scaled, according to the reasoning of the three entrepreneurs. Lioness Anja Graf found the solution very convincing, but did not want to invest. Jürg Schwarzenbach also declined: "I might be a potential customer, but medtech is not really my field of activity," was his reasoning. Bettina Hein found the rating "too sporty" and also dropped out. Roland Brack was of the opinion that the product really had to be brought out in a big way now, but for him, too, medical technology did not fit in well enough with his portfolio. And Lukas Speiser as the last lion? He describes himself as a "sleep optimizer" and would probably have jumped in at a lower investment proposal. But he agreed to offer his expertise for B2C marketing and also to invest at a later date. For TV viewers, the question was: Did the lions not want to torpedo their earlier investment in "Sleepiz"?

Hit the nail on the head? Twice no

From Austria came the company "Ehrenwort", represented by Thomas Gigl. It produces high-quality spices, herbs, spice blends, pepper and salts, and does so fairly and sustainably. Gigl now wants to bring a little more "pep" to what he sees as dusty spice shelves in Switzerland. He wanted to collect 200,000 Swiss francs in exchange for a 7 percent stake in the company from the Swiss lionesses and lions. But they immediately put him through the wringer: Why should they invest in an Austrian company? It then turned out that "Ehrenwort" already had a distribution partner in Switzerland. And Thomas Gigl already seemed to be doing a lot of other things right to enter the Swiss market. The five lions were unanimous in their verdict: If a partner is already on board, there is no need for investors from Switzerland. No deal was struck, but Thomas Gigl won a ticket for the MediaShop.

A disinfectant as a lifestyle product? With "Création d'Alain," Alain Giger and Sasha Zaric wanted to hit the nail on the head. The product is enriched with gold and silver particles and simultaneously disinfects and cares for the hands. The disinfectant not only contains pure silver, which disinfects twice and prolongs the effect, but also offers anti-aging protection at the same time, according to the promise. But the lionesses and lions do not really warm up to it. Patrick Mollet got out accordingly fast. For Bettina Hein, too, an investment did not fit into the portfolio. Roland Brack was a bit clearer: "You're too late," because the market for such products was declining overall. Jürg Schwarzenbach at least saw a gap in the market for "Création d'Alain", but was then also quickly out. Conclusion: There was no deal.

Example of a successful app

For once, the company founders didn't hit the nail on the head with everything. In retrospect, the app "HYLL" was used to show where this was achieved in the past. This came before investors last year. "HYLL" developed an Uber-like app for the ski slope. The user finds the skis prepared for him or her directly at the edge of the slope. All one has to do is scan them with the smartphone via the "HYLL" app and can start skiing right away. At the end of the day, the user puts the skis back and billing is automatic based on the time skied. In the meantime, the app expanded to other leisure activities with the help of the two investors Tobias Reichmuth and Roland Brack.

Interviews with two investors on "Die Höhle der Löwen Schweiz" can be found at here, a review to the broadcast of November 23, 2021 there is here.

Information about the next shipments: https://www.3plus.tv/die-hoehle-der-loewen-schweiz

By developing a natural authority, leaders gain an authentic presence of respect as the basis of their leadership. Kathrin Renée Schüpbach-Schäfer is an expert in leadership in companies and knows the problems that come with the responsibility of being an authority figure, especially for young leaders. To be fully respected as a leader despite your young age, you need more than a diploma hot off the press. Kathrin Renée Schüpbach-Schäfer has followed an innovative career path from her many years as a human resources manager in large corporations to becoming an independent coach in her own training center and horse ranch. For us, she has summarized nine measures that help to develop a natural authority without pretending.

Measure 1: Respect creates respect.

If you don't get respect for your decisions, competencies, and even for yourself as a person, your authority will decay. Perhaps one of the easiest ways to establish respect is to respect others yourself. Make sure your interactions with your team are respectful. Establish a presence of respect, not only for yourself, but for everyone else.

Action 2: Change the perspective.

Put yourself in your employees' shoes: What needs and concerns does your team have? As a good leader, you not only need to know these needs and concerns. It is your responsibility to provide the right support for your employees.

Measure 3: Punish, threaten, fire? Natural authority does not need that.

The change in perspective described above gives you the opportunity to compare your own leadership style with the leadership style you expect from others. Do you want to be treated unfairly, for example by being threatened with dismissal for a mistake? Or do you rather expect support so that you will not make this mistake again in the future?

Measure 4: Stay human! Emotions and individuality are allowed.

Natural authority thrives on the fact that you do not pretend. You yourself are as individual as each member of your team. Accept your own emotions and motivations in the same way you accept them in your employees.

Action 5: Your body language is one way to convey confidence and trust.

Our body language can reveal much more about us than our words. Be sensitive to your body language and that of others. It is through facial expressions and gestures that you can tell that someone is overwhelmed with a task and needs support. For managers, their own body language is also an important means of conveying security, trust and responsibility to the team.

Measure 6: Being able to stick together - even in a crisis!

Every emergency and unpleasant surprise that hits you and your team is a challenge. Prove your leadership by consciously strengthening the cohesion of your employees. With your leadership, the whole team should know: Together we can do this - and much more.

Measure 7: Don't shy away from innovation, creativity, and certainly not criticism!

Landing an attractive leadership position can be lonely. You have sole responsibility for your team and its results. Don't be lonely: listen to what your employees have to say. Not only small talk and praise are important. Especially sensitive topics must not be suppressed for the successful development of a natural authority. Should you be criticized or even become the target of anger: A strong natural authority must learn not to fuel heated emotions and to face any criticism with confidence.

Measure 8: Good leadership requires patience. Give yourself and your team time.

For you and your team to get to know each other, to adjust to each other, it may take a while. Likewise, you won't have developed your natural authority from one day to the next. Give yourself and your team the time they need, because it will be worth it: A strong team under strong leadership will deliver much better results than a loose group of strangers.

Action 9: Don't bathe in the prestige of the whole team, but show individual personal appreciation.

We usually behave differently in groups than we do alone or in pairs. Do not be satisfied with your employees respecting you in the team. Be sensitive to the individual members and their individual characteristics. In addition to team discussions, allow for confidential and trusting conversations in private and express your personal appreciation.

Conclusion: No natural authority without mutual respect and appreciation

No matter which leadership style you want to practice: Kathrin Renée Schüpbach-Schäfer's measures for successfully developing natural authority make it clear how important personal and social aspects are for leaders. Only when employees honestly respect their superiors instead of submitting to their authority do true leadership qualities become apparent. In order for a convincing natural authority to develop and be permanently maintained, mutual respect, patience and empathy are needed. Kathrin Renée Schüpbach-Schäfer's approach of establishing ethical and social aspects even in the hierarchies of the working world is an innovative and positive possibility that managers should take a closer look at.

About the person

Fascinated by people and their limitless potential, founded Kathrin Renée Schüpbach-Schäfer over 20 years ago their QueensRanchAcacemy in Switzerland. Previously, she held various top positions in the economy. Most recently, she was responsible for the human resource management of a large company with over 6,500 employees.
Over the past 21 years, she has trained thousands of people and guided them on the path to becoming successful leaders. Kathrin Renée Schüpbach-Schäfer has developed the QRA method. This method successfully trains one's own leadership on the basis of the horses' DNA. The horses used in the process reflect one's own leadership behavior directly, honestly and relentlessly.

Almost all the leaders I know have too little time all the time. That's why, for example, one of the things we work on in coaching is changing this situation for the better. And even those who have enough time often have the feeling that they are not filling this time optimally. They work on things of which they are not sure whether they really bring much.

Time management is a waste of time

For many, the solution seems to be better time management. And that's where the problems really begin. Because if you try to manage time, you're under a misconception and you're wasting your .... yes: time.

Three reasons, one of which is a tip

Why is that? Here are three reasons why time management does not work (in point 3 is then the way out):

1. Time is always the same, so it cannot be controlled. Nobody on this planet can control or manage time. Time is the same for everyone. This is more than mere semantics. Because your energy will flow into what you focus on. And if that is something you can't change at all, it will only lead to frustration. You probably know this from your own experience, for example, when at the end of the day or week you have once again failed to accomplish what you set out to do. Perhaps you have tried to control your use of time. However, this is exactly what very rarely works.
2. Focus on filling time instead of effectiveness. You will always find things to fill the time with. You know this, for example, when your calendar is full of meetings. If we focus on using the time, we will always fill that time, just unfortunately often not with the most important issues. This point is the one I observe in managers: they are busy, but rarely productive.
3. Productivity starts in the head, not in the calendar. Here comes the solution: What do you want to achieve with "time management"? That's right: higher productivity. The key to this is your mindset and the habits that follow from it. So: instead of managing your time, work on your mindset and your success habits. This is the key lever for your productivity. It starts with giving your time significantly more value and defining your most important levers for more success crystal clear - and then changing your habits specifically.

I hope this has allowed me to readjust your focus a bit if you have been a believer in time management.

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