Despite a robust labor market and immigration, the retail sector recorded declining sales growth in 2022 as the industry faced the fading of the pandemic special effects. In addition, recruiting difficulties and labor shortages troubled retailers. A lack of new entrants to the industry and a shortage of junior staff are currently weighing on the personnel situation. The authors of the study expect non-food sales to grow by around 0.8 percent and food/near-food sales to increase by around 2.1 percent in the coming year.

The Swiss economy proved thoroughly resilient to the difficult global environment in 2022 - the resilient labor market and immigration supported consumption. However, the retail sector was confronted with the fading of the pandemic special effects. As a result, the sector recorded a decline in sales after two years of strong pandemic-related sales. However, retail sales were still higher than before the pandemic. In particular, those segments which were able to benefit from the circumstances of the pandemic lost sales growth without these special effects. These included first and foremost the food/near-food segment. The non-food segment held up comparatively better, supported by pent-up consumption, particularly in the leisure sector.

Digital competencies support online commerce

Last year, online retailing was unable to match the high growth rates of the previous two years, but sales remained at a high level. This was due not least to consumers' enhanced digital skills and interests. Due to the special circumstances of the pandemic and the associated incentives of online retailing, these have once again improved significantly - especially among the age group 60 and older. Meanwhile, the use of social media has also reached high levels. Accordingly, 62 percent of the population participate in a social network, and among 15- to 29-year-olds the figure is as high as 91 percent. This points to the potential for another emerging channel of online commerce, shopping via social media. Credit Suisse economists therefore expect online retail sales in Switzerland to rise to around CHF 13 billion in 2023.

The good labor market situation following the pandemic is also evident in the retail sector: Unemployment is at a record low and the number of vacancies is high. As a result, numerous retailers are increasingly facing recruitment difficulties and labor shortages.

Experts expect economic growth to slow in the new year. However, a continued stable labor market situation, slight real wage growth and immigration should support retail sales. Nominal sales in the food/near-food sector are expected to increase by around 2.1 percent, not least due to the anticipated inflation rate (+1.6 percent). Across all non-food segments, the Credit Suisse economists expect sales to grow by around 0.8 percent. In addition, the shift in sales from the offline to the online channel is likely to remain important.

Here you can download the study.

The great personal branding handbook

Strategy - Marketing - Sales - Text - Photo - Visualization & Design - Image & Effect - Rhetoric - Body Language.

• Author: Benjamin Schulz
• Publisher: Campus Verlag, 2020
• Pages: 482
• ISBN: 9783593511443

The focus of personal branding is a person. That's why different principles apply here than in classic marketing, which promotes products. Above all, the person who is staged as a brand must appear authentic. The authors show how the balancing act between self-staging and authenticity can be achieved. They are aimed at advertising professionals, but also at the self-employed, artists and entrepreneurs. Some tips, such as how to make the most of your type, could have been dispensed with. Nevertheless, a worthwhile read for anyone who wants to assert themselves as a brand on the market.

The Switch Principle

Master any change in life with mental flexibility.

• Author: Elaine Fox
• Publisher: dtv, 2022
• Pages: 384
• ISBN: 9783423263283

Mindfulness or positive thinking is often recommended against uncertainty and fear of change. But there is no one strategy, says Elaine Fox. What we need is mental flexibility, the ability to switch between different tactics. The psychologist shows how we can increase our mental flexibility and recognize what is helpful in a particular situation. The many exercises and information are sometimes a bit confusing and the personal accounts sometimes dispensable. Still, a recommendation for anyone prone to excessive rumination.

Feedback in times of agility

Digital instruments and analog methods.

• Author: Simon Werther
• Publisher: Haufe Verlag, 2020
• Pages: 211
• ISBN: 9783648134252

Agile companies need to be flexible and fast. Internal communication must flow smoothly and across all levels. Constant feedback is needed to eliminate weaknesses and develop strengths - not only at team level, but also in top management. New formats and digital tools are available and can be combined to create feedback landscapes that meet specific needs. The author provides structured and thorough information on current developments and presents the measures taken by selected companies.

Head clear!

How to gain clarity, focus and creativity.

• Author: Volker Busch
• Publisher: Droemer, 2021
• Pages: 288
• ISBN: 9783426278659

Booking a trip under the table while giving a lecture or surfing the Internet while watching TV - many people are familiar with this. Futile multitasking and permanent sensory overload are increasingly overwhelming us, and Volker Busch does not exempt himself. Instead, he helps his readers get a grip on the constant digital stress and chaos in their heads - with fascinating stories about our brains and many tips that you want to put into practice right away.

The latest data analyzed by IT security service provider Atlas VPN shows that EU companies have paid a total of €2.83 billion in 1401 cases for breaches of various data protection laws by December 2022. Of these, GDPR fines total €832 million in 2022. This is 36 % less than the 1.3 billion euros that had to be paid as a result of GDPR violations in 2021. The data for the analysis comes from Enforcementtracker, it should be noted that not all cases have been made public.

Meta must repeatedly pay hundreds of millions in fines

However, the past year is not characterized by the total amount of fines, but by the severity of the penalties imposed on a single company - namely Meta. The highest amount levied for violations was recorded in the third quarter of 2021, but the third quarter of 2022 was also significant, as companies were fined 430 million euros.

Significantly, the majority of the fines in 2022 were paid by a single tech giant - Meta. The Data Protection Commission (DPC), a GDPR enforcement authority in Ireland, fined Meta Platforms Ireland Limited (Instagram) €405 million on September 5, 2022. In this case, two problems were identified in the processing of personal data of children using Instagram. The children's email addresses and phone numbers were publicly available when they used the Instagram business account feature, and the children's Instagram profiles were public by default.

Another hefty fine of 265 million euros was imposed on the same company on November 25, 2022, when the data protection authority declared that Meta had violated two articles of EU data protection laws after data from Facebook users from all over the world was tapped from public profiles in 2018 and 2019. In addition, the Data Protection Commissioner issued a "reprimand and an order" requiring Meta to "bring its processing operations into compliance by implementing a set of specified remedies within a specified period", according to the statement. Meta complied with this request and made the adjustments within the specified timeframe. To date, Meta has paid around 1 billion euros for GDPR violations.

Protection against GDPR breaches a "daunting task"

The GDPR has been in force since May 25, 2018 and has an impact on many companies operating in the EU. As it is an extraterritorial regulation, the GDPR also applies to companies outside the EU, including those in Switzerland. The legislation aims in particular to protect the rights of data subjects and not to regulate companies. A "data subject" is any EU citizen.

The scope and complexity of the General Data Protection Regulation is keeping the compliance departments of many companies busy, making it a rather daunting task, as Atlas VPN states. Nevertheless, it is necessary, he says, because as the world becomes increasingly interconnected, it also becomes more and more difficult to remain anonymous, which is one of the most basic rights that everyone should be able to enjoy, even if it means that companies have to change their approach to data collection and processing and pay fines.

The introduction of the new data protection law is also planned for this year in Switzerland.

Source: Atlas VPN

This article originally appeared on m-q.ch - https://www.m-q.ch/de/weniger-bussen-wegen-dsgvo-verstoessen-in-der-eu-in-2022/

Plant-based dishes are very popular, especially in January. Whether for personal preferences, health reasons or for the sake of the environment - more and more people are craving plant-based food.

Business partners benefit from product promotions

In a campaign designed especially for Veganuary, the two companies are providing restaurants in Switzerland with easier access to Planted products, which they can integrate into their menu plans accordingly. In addition, local restaurants will be supported in the promotion of these Planted dishes on the Just Eat app and a specific Landing page supported. A total of 250 Planted dishes are currently available in 85 restaurants in Switzerland via the Just Eat app.

Anyone who has resolved to live healthier in 2023 now has a wider choice of vegetarian or vegan dishes via Just Eat. Thanks to this collaboration, classic meat dishes can also be tried on a plant-based basis.

According to the DIN 31051 standard, maintenance of machines and other equipment is a basic maintenance measure. The primary goal is to ensure the target condition and functional reliability of technical work equipment, systems or buildings and to maintain them for as long as possible. In order to achieve this systematically and during ongoing operation, it is advisable to use a maintenance plan. This contains, among other things, the tasks to be performed and, in addition to the classic documentation, instructions for cleaning, replacement or lubrication of certain spare parts. It thus provides plant and building technicians with a good overview in their daily work. Since every machine, every conveyor belt and every control box has different requirements, all of them naturally need their own plan with individual tasks and inspection specifications. Although many companies are talking about Industry 4.0 and more digitization, most of those responsible still note down maintenance logs in the classic way with pen and paper. In order to take the step into the modern age, it is worthwhile to rely on a software solution and implement it in everyday operations.

Maintenance against risks and side effects

In the best case, regular maintenance checks avoid high follow-up costs in the event of a sudden malfunction or failure. In addition, however, they also offer other advantages that prove to be a great benefit during ongoing operation and always justify the effort that regular checks entail. With periodic maintenance, companies ensure that their in-house equipment and machinery will last as long as possible. This allows production to continue sustainably without any stumbling blocks, while at the same time allowing those responsible to reduce the costs that would otherwise be incurred. In addition to streamlining operations, this approach often mitigates the risk of employee injury. This extra safety and effectiveness results in fewer problems, bottlenecks or errors in the daily work process.

Maintenance plan: Once with everything and to go, please

Maintenance plans enable efficient organization and provide production security for many companies. In this context, however, the question arises as to what information an effective maintenance plan actually needs to contain. First and foremost, it is important to provide general information, including key data on the machine or equipment in question - for example, the system designation, type, location, type of use or acquisition period. Only on the basis of this data can those responsible carry out a proper inspection. In addition, there are, of course, requirements for documenting the maintenance. There is also a place for special tasks that are to be performed during this process. A digitally stored schedule including specified intervals or priorities as well as the corresponding responsible persons naturally facilitates the work, but must always correspond to the current status in order to provide real assistance.

Digital symphony or just music of the future?

To bring operations into the 21st century in terms of maintenance as well, it is advisable to use digital support for this documentation. This allows appointments to be made or managed directly online, and those responsible can be automatically reminded by e-mail of maintenance work that is due. In addition, this type of software enables the inspections themselves to be carried out digitally and all the important fields, including the required photos, to be filled in. In this way, those responsible save themselves a lot of paperwork or confusing documents and can easily keep track of all equipment, from fire extinguishers to production equipment, at a glance. In addition, stored operating instructions allow external employees to quickly and easily solve any problems that may arise during the inspection. In the event of an emergency, such software also allows the creation of a task with priority levels so that managers can quickly rectify an impending emergency. With digital maintenance support, failures and malfunctions can thus be quickly remedied or even completely avoided.

Author:
Carsten Müller is Managing Director of Echt! Smart Work GmbH and an expert in intelligent testing and maintenance processes. You can find more information at www.echt-smartwork.de.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/digitaler-wartungsplan-planung-macht-den-meister/

Trend 1: Less is more

Achieving more with less has already emerged as a major challenge in recent months. Rising prices and higher costs also have a direct impact on users' media budgets. Spending on media content is the first area to be cut. At the same time, our time budget is also decreasing. Now more than ever, real service close to the reality of our lives is needed.

Several trend reports come to the conclusion that media companies should offer less, but make the added value for users even more quickly apparent and, in the best case, indispensable. This applies to communication and advertising messages, the value proposition, and also the simplicity of the product features and payment options on offer.

Trend 2: Artificially created content

It was an eye-opener of a special kind when OpenAI launched the new ChatGPT application at the end of November 2022. Suddenly, the possibilities of artificial intelligence seemed to be accessible to everyone, seemingly overnight. Even if the true potential can only be guessed at, some observers see this as the beginning of an AI revolution. It will disrupt knowledge work in the same way that mechanical machines fundamentally changed factory work in the 18th century.

This may not yet occur immediately in 2023. But it is important to understand that social turning points have come about not so much through the invention of revolutionary technologies, but rather through their widespread application. And for that, it is worth thinking about possible moral boundaries now.

Trend 3: Let them find you

When Google presented a study on the search preferences of its users last summer, the results may have surprised some. According to the study, around 40% of younger users do not use Google Maps or Google Search when looking for a place to eat, but are inspired by content on TikTok or Instagram.

Social video is increasingly becoming the place where the search begins - or even more extreme: inspiration is found, even though you don't even know you were looking for it. In this context, Google announced its intention to make search more visual and interactive in the future.

Other providers will follow suit, which in turn will also have an impact on the findability of media content. Because the focus is no longer just on users finding their answers quickly, but just as often wanting to be surprised and unexpectedly delighted.

Trend 4: Replacement process from third-party platforms

Although some trend reports predict the end of social media (again) in 2023, the reality is different: Many media companies are still profiting from social media traffic. Nevertheless, it's no secret: 2023 will be the year when many media and communications companies try to upgrade their user engagement strategies away from third-party platforms.

In view of takeovers, restructuring, and layoffs at platform companies, media companies must develop a holistic audience strategy on and off the platforms. The answer is simple and complex at the same time: Those who can build strong communities around their own offerings will be all the more independent of market-dominating platforms. Some media companies have already understood this and are now selling access to exclusive communities instead of premium content.

Trend 5: New products, bundles and subscriptions

If you think about Trend 1 in a consistent way, you end up with Trend 5: Only those who focus their offering can sharpen their own profile in the flood of content. More and more users want an all-in-one platform for content consumption. At the same time, users are increasingly thinking about reducing their media subscriptions. Both movements will become even more pronounced in 2023.

However, focusing, bundling and redeveloping offerings can only succeed if there is clarity about the company's own portfolio and its market and user needs. Anyone who wants to be successful in 2023 should do their homework in portfolio management as quickly as possible.

Trend 6: Responses to the shortage of skilled workers

"Great Resignation," "Quiet Quitting" and the shortage of skilled workers shaped 2022 - and will remain relevant in 2023. By 2030, 5 million more workers will retire than enter the labor market in Germany alone. At the same time, 4-day weeks, reduced working hours and workation are being discussed. This makes it clear that companies will be under immense pressure to change in the new year.

Anyone who wants to recruit and retain valuable employees must therefore invest in personnel development and corporate culture. In 2023, this includes above all a focus on the psychological safety of employees and the creation of working methods that are accessible to all. For example, by building more autonomy into processes.

Trend 7: Change fatigue

Organizations are expected to become even more efficient, even faster, and even more agile. At the same time, an increasing number of employees state in surveys that they suffer from "change fatigue. While 74% of employees were willing to change their own work behavior in 2016 in order to support organizational change, this number had fallen to 38% by 2022.

What to do about it? Stopping all change processes for the time being hardly seems to be a feasible solution. Rather, a step-by-step and participative approach should be chosen. The key to successful change lies in finding the right balance between transparent targets and measures based on personal experience that are suitable for everyday use.

Trend 8: Putting words into action

The climate crisis and activist actions have been loudly debated in recent months. In contrast to last year, several trend reports therefore see 2023 as the year of real and sustainable innovation. In 2023, companies will therefore have to focus all the more on how they can offer more energy-efficient products and services or even make their entire production processes more climate-neutral.

But the challenge in 2023 will not only be to manufacture products with lower emissions and to develop new climate-related products and services, but also to make them appealing to users who have so far shown little interest in the subject.

Here you will find all sources and trend reports in the original

Konrad Weber is a strategy consultant and coach in the field of digital transformation. He advises management teams from large companies to startups on the development of new strategies and accompanies teams and organizations through far-reaching changes. He recently published a book on trends and their impact on the media and communications industry. For more than 14 years, he has been a bridge builder between content and technology - before working as an independent consultant as a digital strategist at Schweizer Radio und Fernsehen SRF with several years of experience in project management and strategy development.

No other function in companies has been so ideologically overloaded in recent years as the leadership function. This is made clear by the numerous attributes attributed to managers today. They are supposed to be entrepreneurs, i.e., they have to think and act like entrepreneurs. They are supposed to be leaders, i.e., a beacon to which their employees can orient themselves. And they should be coaches for their employees, i.e., support them in their development and performance.

Core task of leadership: ensuring results

In some cases, the core task of every manager has been forgotten - namely, to ensure that his or her area makes a contribution to the success of the company. All other management tasks - including employee development - are subordinate to this task.

Despite this, the statement "Managers should be coaches for their employees" can now be found in more or less encapsulated form in the management guidelines of almost all companies. Accordingly, seminars are booming that are supposed to qualify managers for this task. However, this usually does not sufficiently reflect the fact that managers are always also the disciplinary superiors of their employees. They therefore decide to a large extent on their professional advancement and have not only the power but also the task of sanctioning undesirable behavior on their part.

It is also not sufficiently taken into account that the manager-employee relationship is primarily a relationship of purpose. In other words, if a manager promotes the development of an employee, then unlike in a father-son or mother-daughter relationship, the aim is not for the "offspring" to develop as a person and to be able to shape his or her life successfully. Rather, the goal is for the employee to identify with his or her tasks in the organization and to perform them adequately; in the short, medium and long term.

Guiding does not mean instructing

This framework places tight limits on the coaching function of managers. It is largely limited to providing the Guide employees in their work. Today, however, this is often frowned upon. Because instructing is often equated with giving instructions. But instructing does not mean giving other people orders to "do this" and "do that," but rather giving them the necessary assistance - be it of a technical or mental nature.

Another reason for the poor image of instructing is: It is largely associated with the field of training. Wrongly, because what does a good instructor do? He doesn't give his protégés the solution. Rather, he asks them, "How would you approach this task?" In other words, he motivates them to come up with their own proposed solutions. And if it becomes apparent that they need support, he gives them assistance before agreeing with them on a solution. But that's not the end of his job. Rather, as he implements, he keeps asking "Are there any problems?", "What have you achieved in the meantime?", so that he can take corrective and supportive action if necessary. In this way, he ensures that his protégés go through learning processes and achieve the desired results.

Reflect on the essentials

Such "guidance" is also needed by experienced employees - above all,

• when they take on new tasks with which they have little or no experience, or
• when the framework conditions of their actions change massively, so that they - alone or in a team - have to break new ground in coping with their tasks.

Because otherwise, it is largely left to chance what work results the employees achieve. This is what it is all about when it is demanded: Managers should coach their employees. Then this translates as: Managers guide your employees and offer them the support they need on a day-to-day basis to fulfill their (current and future) tasks.

This is a classic management task. In the current situation, which is characterized by major changes and a decline in the ability to plan, those responsible in companies should focus more on this instead of constantly inventing new attributes for their managers. In doing so, they are not helping to raise their managers' awareness of their core tasks. Instead, they ensure that they increasingly lose sight of the essentials in their day-to-day management work, and this is often fatal, especially in stressful situations.

About the author:
Claudia Christ works as an organizational consultant and team developer as well as trainer and coach for profit and non-profit organizations (www.claudiachrist.de). In doing so, the qualified psychologist pays particular attention to the question: How can organizations as well as their teams and employees achieve their goals with the available resources?

This article originally appeared on m-q.ch - https://www.m-q.ch/de/anleiten-eine-oft-vernachlaessigte-fuehrungsaufgabe/

The Siemens Smart Infrastructure plant in Zug, Switzerland, has been named "Factory of the Year 2022" in the "Excellence in Supply Chain Resilience" category. The award recognizes the Siemens plant's supply chain resilience and preventive risk management, which proved outstanding when compared with other plants in Europe. The industry competition for Factory of the Year is organized by the international management consultancy Kearney and is considered one of the most prestigious in Europe.

Continuously striving for improvement

The factory in Zug succeeds in ensuring the delivery of its products to its customers even under the current difficult market conditions. This is thanks to preventive measures such as a "risk radar" for the early identification of global risks in the supply chain, a high level of data transparency across the entire value chain, and seamless collaboration with purchasing, logistics, development and sales.

A particular focus of production is also on resource efficiency and the continuous reduction of CO2 emissions. Both underline the production's clear focus on sustainability. Another quality feature of the plant is its cost management, which is based on lean manufacturing, automation and digitalization. Last but not least, Siemens' culture of innovation, continuous optimization of processes and procedures, and ongoing employee training would contribute to the high quality and adaptability of production at the Zug factory, according to the statement.

Award for Factory of the Year 2022 to be presented in March 2023

The Siemens plant in Zug employs around 350 people who work in shifts to manufacture modern products for building technology. Primarily, fire detectors as well as heating, ventilation and air conditioning equipment for building automation are manufactured. The products are sold worldwide. They are elementary modules for building management and fire protection solutions in intelligent buildings.

The award ceremony will take place in March 2023 on the occasion of the "Factory of the Year" industry congress in Munich.

Source: Siemens Switzerland

This article originally appeared on m-q.ch - https://www.m-q.ch/de/fabrik-des-jahres-2022-auszeichnung-fuer-resilienz-in-produktion-und-lieferkette/

Two-thirds of the Swiss population are willing to resume cultural visits without further hesitation. This was the finding of a survey conducted on behalf of the Federal Office of Culture (FOC) and the General Secretariat of the Swiss Conference of Cantonal Ministers of Education (GS EDK) in September and October 2022. The survey shows that what was missed most during the Corona crisis in the context of cultural activities were encounters and exchanges.

The willingness to attend a cultural event has increased significantly since the third survey in April 2021. Whereas at that time only 30 percent of respondents were willing to visit cultural institutions or events again "without much concern," this proportion had doubled by fall 2022. However, 30 percent of respondents continue to express some concerns.

Corona not over yet

Around half of respondents report that they have become accustomed to staying at home and are now less likely to visit cultural institutions than before the Corona crisis. They also express the view that the Corona crisis is not over yet

The uncertainty surrounding the pandemic also continues to affect amateur culture. For example, 18 percent of those who engaged in amateur cultural activities say they have given them up since the crisis. This figure is worrying, since amateur culture makes a contribution to the cohesion of the population that should not be underestimated. It also forms an important basis for professional culture.

Digital cultural offerings are becoming increasingly important. However, these can only supplement, not replace, analog cultural activities, as the survey confirms: 69 percent of respondents still consider local offerings to be indispensable. For a large part of the population, cultural activities are an important part of living together.

The complete results of the survey are available here.

More than five hours - that's how long Swiss teenagers spend on their cell phones every day. Little has changed in the last three years. Young people still spend the majority of their free time in front of a screen - not including devices such as laptops, tablets or TVs.

On average, the study participants spend just under 16 hours a week on social media. The top app is the meta-app Instagram, which is used most intensively by more than a third of the participants. Tiktok follows in second place, as it did in 2021. Chatting represents an important function of social media, with Snapchat leading the way here. Email, on the other hand, is practically no longer important for communication among young people.

Two and a half hours of gaming apps

However, young people have made gains when it comes to gaming on their smartphones. According to the current figures, they spend two and a half hours on gaming apps. In contrast to 2021, that's about an hour longer. Basically, Generation Z is available almost always and everywhere on digital channels.

Based on screenshots of their actual cell phone usage statistics of participants aged 13 to 23, Xeit evaluated screen time and real smartphone usage. The screenshots of usage activities regularly sent in by the study participants each show the average weekly screen time and usage time of various apps, over a total period of four weeks. A total of 356 adolescents took part, 129 of whom were female, 219 male and 8 diverse.

Advent is not only the time for mulled wine. Forecasts, outlooks and predictions are also very popular in the weeks leading up to Christmas. Almost always, however, they only extrapolate what has already become apparent in the past year. The topic of dark data, however, is currently more about turning common beliefs inside out and critically examining them. The Zug-based company Aparavi, a solution provider for data intelligence and automation, has done just that:

1. The cloud will swallow anything if need be: This is not only an ignorant approach, but also an expensive, unsustainable and potentially dangerous one. Simply moving your overflowing unstructured data pools to the cloud doesn't solve a problem, it just moves it to somewhere - literally.
2. A lot helps a lot: The more data a company hoards, the better. After all, they're all data treasures, right? Wrong! It can be a burden in more ways than one. A company sitting on terabytes of unstructured data has no way of knowing what's hiding there. And much of it is redundant and potentially at risk from personal data and security-critical information.
3. Sustainability is when waste is not visible: Overflowing unstructured data pools require terabytes of storage space. But they lie invisible in their own basements or hidden at the provider's and cause no visible emissions. It's a shame that there are no CO2 measuring stations at particularly busy data intersections. If there were, it would quickly become clear that big data is also big waste - and action must finally be taken. 
4. Safety is when nothing has happened yet: Alarming reports about data breaches, even at listed companies, surprisingly often do not wake people up, but lull them to sleep. As if this would reduce the probability of being caught. Wrong! No one knows exactly what security and compliance risks lurk in unstructured data pools. If you want to sleep soundly again, you have to take care of it now.
5. The next trend will do the trick: Confidence in the latest data technology is certainly honorable. But does it actually solve the challenges we face? After Data Warehouse, Data Fabric, Data Lake and Data Mesh, is it enough to focus on the next hype? Or isn't it high time to start at the root to finally get a grip on the flood of unstructured data?

"The combination of thoughtless waste and lack of awareness of the problem is a dangerous game of time." explains Gregor Bieler, Co-CEO at Aparavi. "The handling of data must finally become more economically sensible and ecologically responsible."

Source: Aparavi

This article originally appeared on m-q.ch - https://www.m-q.ch/de/dark-data-warum-sich-der-umgang-mit-daten-grundlegend-aendern-muss/

Open Strategy

Successfully managing disruption through open strategy work.

• Author: Christian Stadler, Kurt Matzler, Stephan Friedrich von den Eichen, Julia Hautz and Markus Anschober
• Publisher: Vahlen Verlag, 2022
• Pages: 292
• ISBN: 9783800669424

The central idea of Open Strategy is that companies should include as many external and internal ideas as possible when developing new strategies. The book describes how to do this in a very practical way. Step by step and with the help of many examples, the authors go through the entire process and provide appropriate tools. They also point out that Open Strategy is a real challenge for hierarchically functioning organizations. Therefore, every company should carefully consider in advance to what extent it is ready to open up.

Mastering transcultural challenges

Clarify misunderstandings and strengthen competencies.

• Author: Anna Fuchs
• Publisher: Rowohlt Verlag, 2022
• Pages: 288
• ISBN: 9783499000638

Today, intercultural competence is considered a key skill that opens doors for you professionally and privately, says Anna Fuchs. In her practice-oriented book, she does not limit herself to the usual tips on how to avoid culture-related misunderstandings and faux pas. Instead, she uses many examples from everyday work to show how you can gain a deeper understanding of the culturally influenced characteristics of your employees and thereby develop your own personality. A must-read for all those who work in international teams.

Feel better

A Journey to Serenity.

• Author: Leon Windscheid
• Publisher: Rowohlt Verlag, 2021
• Pages: 272
• ISBN: 9783499003776

Feeling Better delivers what it promises: the reader learns to better understand different feelings and how to deal with them. Thanks to numerous scientific studies and experiments as well as examples from the author's life, his thought processes are easy to follow. Much of this inspiring reading can also be applied to one's own life. Some points are not new, but others are, such as the explanations of the feeling "Tsewa", which is hardly known in the western world. A recommendation for all who want to deal with their feelings in more detail.

Training from the Back of the Room!

65 Ways to create space for learning in trainings.

• Author: Sharon L. Bowman
• Publisher: dpunkt.verlag, 2021
• Pages: 306
• ISBN: 9783864908088

Many trainers still use a lecture-based teaching style. But brain research shows that real learning only takes place when participants are actively involved throughout. The 4-C lesson design process is one way to make seminars "brain-friendly." The author explains how the process works in detail and provides numerous examples for concrete implementation in everyday seminar life. An exciting, practical book for anyone interested in effective and efficient knowledge transfer.