The world has moved on faster in the last two years than in decades before. Manufacturing processes, work environments and supply chains are now under scrutiny and must adapt quickly and agilely to a new reality. This is the only way companies will be able to secure their success in the future. Quality, as the engine of change, will positively drive these changes. Knowing the urgency of these changes, the topics "Quality & Change" are accordingly the focus of the Quality Mining Day. Quality representatives from all over Germany will be able to mine valuable knowledge, inspiration and networking contacts on October 20, 2022 in Ettlingen, Baden-Württemberg.

Renowned speakers at Quality Mining Day

The congress should make it easy for the trade visitors to strike gold veins. Top-class speakers have already been engaged for the Quality Mining Day. Among them is key speaker Dr. Lars Vollmer, a constructive troublemaker, entrepreneur and business author who has made it to the bestseller lists. His discipline is provocative inspiration. Extreme athlete Norman Bücher will also deliberately push boundaries and provide his audience with new perspectives. In addition, Dr. Ing. Benedikt Sommerhoff will take the professional audience on the exciting journey of "Quality Management in Transition." Further speakers are planned. Dr. Ing. Alexander Schloske works at the Fraunhofer Institute for Manufacturing Engineering and Automation in Stuttgart. He has many years of project experience in the fields of product and quality management in a wide range of industries.

Early booking discount until end of May

In two panel discussions - on the future of quality management and on change management - the speakers will answer questions from the audience. "The active exchange between practitioners and the joint search for quality is the focus of this congress," says Tobias Brehm, Business Development Manager of the organizer, Quality Miners GmbH. Accordingly, the conference will also offer space for active networking. Early bird tickets can be booked until 31.05.2022 at a price of just 99 euros. At the Event website you can also find all detailed information about the Quality Mining Day.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/quality-mining-day-fachkongress-fuer-qualitaetsmanagement/

Kickstart Innovation, one of the leading platforms for open innovation in Europe according to its own account, launched its new program on April 26, 2022 - and for the seventh time. In the past years the innovation program has been able to attract some of the world's best startups to develop solutions for society. This is done in partnership with key industry players, including. AXA, Coop, Swisscom, the furniture, PostFinance, Sanitas, the city of Zurich, Credit Suisse, Galenica and CSS Insurance. Since 2016, Kickstart has thus supported more than 300 startups and realized over 200 deals in the form of collaborations from over 40 countries. In the process, investments of more than CHF 2 billion have been raised to date, including for such well-known startups as Planted, Neustark, AAAcell and others.

Innovation program with emphasis on sustainability

The program has been held annually since 2016, with digitization and sustainability increasingly becoming drivers of innovation across industries. "Startups offer a wide range of solutions for companies looking for new technologies and diverse innovations for their further development. At the same time, partnerships with companies foster the growth of startups with the help of expert pools and collaboration opportunities," explains Katka Letzing, Co-Founder and CEO of Kickstart Innovation. "Sustainability has now become the core of all activities. There has been a big shift here in recent years, as evidenced by the doubling of deals around the circular economy in the last twelve months."

Access to investor network

The aim of the Kickstart program is to facilitate pilot projects or commercial collaborations between start-ups and established institutions. The aim is to bring new products and services to the market on a larger scale, develop new sources of revenue and invest in pioneering models and processes. The search for the topics of the future takes place in six focus areas: New Work & Learning, Health & Wellbeing, Finance & Insurance, Food & Retail, Smart Cities and Intrapreneurship. Each area focuses on specific innovation trends and the needs of the individual partners. In addition, Kickstart introduces a new global brand identity that represents the company's evolution into an international player committed to rapid innovation for a better future. In addition to building partnerships, the Kickstart innovation program also provides access to a diverse investor network for startups and alumni raising funding rounds. Partners with corporate venture arms are actively involved, including Swisscom Ventures and AXA Venture Partners, among others. "In recent years, we have been able to work with great start-ups and enter into both collaborations and investments, including companies such as Labster and Unsupervised. I look forward to more such collaborations this year with an increased focus on sustainability issues," explains Roger Wüthrich-Hasenböhler, Chief Digital Officer, Swisscom. Further information and the application forms are here to find.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/7-kickstart-innovationsprogramm-mit-verstaerktem-fokus-auf-nachhaltigkeit/

ETH Zurich wants to promote the transfer between science and business on many levels. The newly formed ETH Entrepreneurship division is a central component of this. The group is to challenge and support young talents on their way to successfully founding a company. To this end, the Scholtysik agency has developed an image with a "strong symbol for entrepreneurship at ETH", according to the agency.

 The university is constantly communicating on all possible channels. In order to be seen and heard, ETH Entrepreneurship needs a catchy name and a concise visual appearance. The new symbol can be read as the abbreviation EE, but also as dynamic movement and advancement. The bright color gradient supports the dynamism of the form as well as the transformative character of ETH Entrepreneurship's activities. Important touchpoints are events, social media, outdoor advertising on campus and the website. To reflect the culture of the Entrepreneurship team, Scholtysik developed the website in a particularly diverse design team with young and experienced designers from Switzerland, Italy, the UK and Germany. In 2020, Scholtysik had already developed the overall appearance of ETH and the newly founded ETH AI Center.  

Studio Thom Pfister has not only developed a new image for the Bernese florist Melanie JeanRichard, which focuses on a signet - with her initials and the addition "Mediterranean Flowers" - but has also launched another special campaign to which numerous creative people were invited. Using flowers from Melanie Jean-Richard, which the creatives could pick up in her flower store for inspiration, they were invited to design their own motifs. Following on from the titles "free staging" and "way of living" in previous years, this year's theme was "encounters". All the works were integrated into a wonderful, colorful art magazine and celebrate the fantastic Mediterranean floral world of Melanie Jean-Richard and her team. The website, postcards, social media, stationery and much more were adapted accordingly.

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Responsible at MJR: Melanie JeanRichard (Owner). Responsible at Studio Thom Pfister: Thom Pfister (Creative Director, Idre/Concept), Ursula Rytz (Consulting), Roland Zenger (Art Director), Daniel Hackiewicz (Graphic Design & Web Development), Kim Wüthrich, Juli Martinelli (Graphic Design and Illustration). Photography: Angelika Annen, Annette Fischer, Daniel Bolliger, Jonas Kambli, Lea Moser, Martina Meier, Nicole Pfister, Pedro Rodrigues, Sabina Bösch, Tamara Janes, Urs Bigler, Ursula Sprecher. Illustrations: Isabelle Bühler, Juli Martinelli, Marie Wolf, Martina Walther, Niels Blaesi.

In the past two years, many companies have had to master one crisis after another - crises that massively accelerated the transformation of the economy:

• March 2020. The first corona-related lockdown. Suddenly, digitization becomes essential for companies to survive. Employees, suppliers, customers and partners are using new tools in their daily lives, have learned new ways of working and have acquired new digital skills. McKinsey estimates that Corona accelerated digital transformation by five to seven years.
• Fall 2021. In many companies, replenishment no longer works because the international supply chains have been interrupted in some cases to this day. Thousands of ships full of goods are bobbing around in front of the ports because no one is taking away the containers parked there. In addition, the shortage of skilled workers is more noticeable than ever.
• February 2022. Russia attacks Ukraine. Suddenly, the energy transition is also relevant to security policy. The dependence on fossil fuels must no longer be radically reduced purely for climate policy reasons, but also for economic policy reasons.

These highlights describe the situation in the DACH region in 2022. Digitalization, the shortage of skilled workers, and the accelerated shift to climate-neutral production are three mutually reinforcing trends. This is resulting in a turbo change that is affecting almost all industries. By 2030 - according to the forecast - a completely new economy will emerge, at least in the industrialized nations: digital, less dependent on skilled workers and climate-neutral. Everything will be put to the test, so to speak: from workplace design to the strategies for the future that will guide companies in their actions.

It's not just companies that need to reinvent...

In order for the desired or required transformation to succeed, companies must hit the "reset button," so to speak, at the following four levels:

• Corporate strategy
• Organization
• Leadership and
• Mindset of the employees

These four levels are inextricably linked, because: What use is the most forward-looking strategy if the company structures remain the same, managers do not follow suit and employees do not develop? In order to carry out the often necessary reset, companies must first question everything they have thought and done up to now and break it down into small pieces of the puzzle - in other words, mentally reset everything to zero. Before the pieces are then put back together to form a new whole, the following questions, among others, need to be clarified:

• Which of our (core) competencies are still relevant in the future or which new ones could we develop?
• Which products will (still) be in demand in the medium and long term? What could our new product portfolio look like?
• How do we need to work together in the future - also with external service providers such as suppliers? Which new ones do we need?
• How can we as an organization optimally respond to the changing customer needs, economic conditions?
• How can we make the best possible use of the opportunities resulting from change?

 ...employees must also be ready for the "reset button

However, the new strategy can only be brought to life if the employees support it, if not enthusiastically, then with conviction. It must therefore be communicated to them and discussed with them - across functions and departments. In addition, further training concepts are needed to provide employees with the new know-how and skills they need. And the employees? They must be prepared to take up these offers and proactively acquire the skills they will need in the future. Employees are usually willing to do this if they can actively help shape the change. And if they are given a credible message: If you participate in the transformation, the small branch you are currently sitting on may break, but there is a thick branch underneath that will catch you and support you stably in the coming years. To the author: Dr. Jens-Uwe Meyer is the author of the book "Reset - How Companies and Organizations Reinvent Themselves," which will be published in April 2022 by the Publisher BusinessVillage has appeared. Meyer is CEO of the software company Innolytics AG and a sought-after keynote speaker in the field of innovation and digitization.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/den-reset-knopf-druecken/

Oracle has developed Oracle ME, a comprehensive employee experience platform designed to help organizations increase employee engagement and ensure employee success. As part of Oracle Fusion Cloud Human Capital Management (HCM) Oracle ME enables HR management and executives to optimize communication across the enterprise and increase productivity. This is made possible by the platform guiding employees through complex tasks. Talent retention is also improved as the platform fosters more supportive and trustworthy relationships between employees, their managers and colleagues.

Better understand the needs of employees

The vendor explains the development of the Oracle ME platform as follows: Workforces worldwide have changed as a result of the events of the last two years - people's expectations have evolved when it comes to what they want and need from their employers. According to the latest Oracle AI@Work study, 85 % of the global workforce are dissatisfied with the support they receive from their employer, and 87 % believe their company should do more to address the needs of its employees. So the pressure on organizations to focus more on the employee experience is intensifying. Without truly understanding the needs of individual employees, it's difficult for HR and managers to do their jobs in a way that provides sufficient support for employees to succeed both professionally and personally, Oracle notes. After all, personal priorities drive professional decisions, and employees need direction to achieve their goals and meet expectations. According to Yvette Cameron, senior vice president of global product strategy, Oracle Cloud HCM, Oracle ME is now about bringing together employee information, key insights, workflows and preferences into a technology solution that everyone can call their experience. "It's the only comprehensive employee experience platform that aims to understand the 'I' behind every employee. This gives companies new ways to listen to, communicate with, support and develop their hybrid workforce," Cameron said.

Comprehensive employee experience platform

Oracle ME guides employees through relevant workflows based on their unique characteristics and situations. This strengthens internal relationships and gives employees the opportunity to provide continuous feedback to managers. Oracle ME also enables managers to track and respond to employee sentiment in real time. At the same time, HR teams can deliver personalized employee approaches and support all staff with direct access to the tools they need. The following Oracle Cloud HCM solutions are included in Oracle ME:

• Oracle Touchpoints is a new "listening" solution that helps leaders strengthen relationships with their employees and better promote their well-being and success. The tool enables leaders to regularly capture, track and respond to employee sentiment in order to gain the trust of their teams and foster an inclusive work environment. It gives bosses continuous employee insights through pulse surveys. But they also receive recommended actions such as "schedule check-ins," "provide feedback," or "celebrate important moments."
• Oracle HCM Communicate is a new employee outreach solution that enables HR teams to influence, share, monitor, and measure the impact of outreach. HCM Communicate integrates directly with Oracle Cloud HCM, connecting it to an organization's HR data. This allows HR teams to easily create personalized speeches for groups with specific characteristics. For example: HR teams can send a message to employees in a specific city or country who have been employed for less than two years and are enrolled in a specific training course. With HCM Communicate, HR teams can also use open rate analytics to measure interactions with content and seamlessly send follow-ups or set up ongoing campaigns to drive more effective and engaging addresses.
• Oracle Journeys is a workflow solution that simplifies complex tasks with step-by-step processes and personalized guidance. This guidance helps employees navigate personal, professional, administrative, and operational activities such as onboarding, returning to work safely, advancing career opportunities, managing team compensation, or opening a new facility. With enhanced capabilities, employees are now able to make informed decisions with personally relevant instructions, training, and analytics available to them on their guided digital journey.
• Oracle Connections is an interactive workforce directory and org chart that fosters collaboration and increases opportunities for inclusion and internal mobility by making it easy for employees to search for and connect with others across the organization. Employees can import their LinkedIn profiles, record video introductions, highlight their unique skills and qualifications, and leave feedback on others' bulletin boards to get to know each other better and expand their professional network.
• Oracle HR Help Desk is a service request management solution that makes it easy for all employees to get the answers they need and for HR departments to effortlessly track tickets without confidential data falling into the wrong hands. Employees can search for content, submit requests, and open help tickets across multiple channels.
• Oracle Digital Assistant is an HR chatbot that provides a conversational user interface for employees to get instant answers to questions and complete transactions directly via voice or text commands. HR teams can rapidly deploy Oracle Digital Assistant to support over 90 predefined transactions and extend the solution accordingly to support new processes or requirements.

Oracle ME is an open platform that spans the Oracle Fusion Cloud Applications Suite. It also connects to and automates processes with third-party systems and works across multiple channels such as email, SMS, web browsers, collaboration tools, and video conferencing. HR teams and executives can easily manage changes in Oracle ME and adapt to the dynamic work environment without help from IT support. Source and further information: Oracle

This article originally appeared on m-q.ch - https://www.m-q.ch/de/employee-experience-plattform-fuer-dynamische-mitarbeiterbeduerfnisse/

The issue of privacy has gained considerable attention in public discourse. And at the latest since Google announced that it would block third-party cookies in the Chrome browser from 2023, the marketing world has turned upside down. Because this means that two fundamental promises on which digital marketing is based are being shaken: measurement accuracy and individualized targeting. A paradigm shift is taking place toward consumers' need for greater transparency. New solutions are therefore required.

Actively driving the development of the industry

Only those who recognize and understand the transformation process can actively shape the future of marketing with targeted measures. This is why Webrepublic and the Digital Creative Business School Hyper Island are jointly launching the online course "Data Privacy in Marketing - Digital Communication in the Post-Cookie Age". The course is designed to give marketing professionals from all sectors an understanding of the limits and opportunities of digital marketing. Together in peer groups, participants will develop hands-on solutions for future-proof marketing and develop individual strategies that they can transfer directly into their daily work. "The end of third-party cookies is currently one of the most pressing issues in marketing," explains Tobias Zehnder, partner and co-founder at Webrepublic. "With this course, we want to actively drive the development of the industry and give participants the tools they need to continue reaching their target groups with relevant advertising in the future." The course starts on June 10. Further information and the opportunity to register can be found on the Course website.

SAP Switzerland awards every year since 2008 Quality Award to customers who excel in the planning and execution of implementation projects. Successful SAP implementations demonstrate not only project planning at a high level of quality, but also a focus on fast and cost-effective implementations close to the SAP standard. The projects are evaluated by a jury on the basis of the ten quality principles recommended by SAP, the observance of which promises better results in the implementation of standard software. The aim is to achieve project results that generate measurable added value and meet the demand for short implementation cycles and rapid value creation. This year, the SAP Quality Awards 2022 once again recognized customers who demonstrate exceptional performance. At the same time, the awards foster the emergence of a community of "thought leaders" in which collaboration with customers and partners is strengthened.

SAP Quality Awards 2022 for 13 projects in 4 categories

This year, SAP Switzerland presented Quality Awards in four categories:

• The category "Business Transformation" includes large projects with more than 500 users, a project duration of more than 6 months and an effort of more than 900 person-days.
• In the category "Cloud Transformation" large-scale projects are evaluated according to the same requirements as the business transformation projects, but the focus is on the transformation of cloud solutions.
• Under the category "Rapid Time to Value" fall under small and medium-sized projects with less than 600 users, a project duration of 7 months or less and a project effort of less than 1000 person-days.
• In the category "Digital Pioneer" projects with an innovative functional approach of SAP solutions are evaluated, as well as solutions that use innovative technologies such as Artificial Intelligence, Machine Learning, Internet of Things (IoT), Robotic Process Automation (RPA) or Blockchain.

In each category, one main winner and, if appropriate projects were available, further winners were honored with an award. This year, a total of thirteen projects from companies operating in Switzerland were honored, whose projects met the award requirements to a particularly high degree. The main winners from Switzerland automatically take part in the SAP Quality Award Europe. The winners of the Quality Awards at European level will be determined in 2023.

Award winner in the "Business Transformation" category

The Swiss Post impressed with strong organizational change management in its S/4HANA transformation project aimed at harmonizing all business areas and value flows. The strong entrepreneurial commitment enabled the achievement of the desired results with strict application of project management principles. Swiss Post with its implementation partner SAP Switzerland were therefore named Grand Winner by the jury. The other award winners in this category, all of whom shone with an outstanding on-premise implementation of SAP S/4HANA, were:

• Basel Transport BVB, supported by partner NOVO Business Consultants,
• Cablex as a network infrastructure company, supported by Swisscom,
• Swiss Army Logistics Base (LBA), supported by partner BearingPoint,
• The furniture with the implementation partner SAP Switzerland,
• Swiss Financial Market Supervisory Authority FINMA, supported by Swisscom.

Winner in the "Cloud Transformation" category

The main winner of this award category is JT International (JTI). The award-winning cloud transformation program is part of JTI's Vision 2030. The goal of the global project was a globally integrated business planning process with improved demand forecasting, planning for sales and operations planning with the SAP cloud solution Integrated Business Planning, and detailed manufacturing planning. The jury particularly recognized the professional project management with a strong focus on organizational change management, communication and motivation of the project team. The scope of the project, supported by SAP Switzerland, was impressive. The other winners in the "Cloud Transformation" category are:

• Hälg Facility Management, provider of professional facility management services, supported by partner AGILITA,
• Swiss Re, one of the world's largest reinsurers, with implementation partner Mibcon NDC.

Award winner in the "Rapid Time to Value" category

In their industrial project Oetiker Switzerland migrated the existing SAP ERP landscape to SAP S/4HANA on Premise - during an extremely short project duration of only six months. According to the jury, they were impressed by the excellent application for nomination and the pragmatic project approach that made the short duration possible. Swisscom supported the project as an implementation partner. Another podium finish in the "Rapid Time to Value" category was achieved by the optical components development and manufacturing company Optotune, supported by AGILITA.

Winner in the "Digital Pioneer" category

The main winner is the Canton of Zurich, Finance Directorate, Office of Information Technology. In the hardship program of the Canton of Zurich, the rapid increase in hardship applications in the wake of the COVID 19 pandemic meant that the existing process had to be converted to automated recording within a very short time. This project was implemented in just three months on the basis of the SAP Business Transformation Platform and the special solutions for case management in the social sector (SAP for Social Protection) and cash and revenue management (SAP Public Sector Collection and Disbursement, PSCD). The jury was impressed by the pragmatic project approach, the short implementation time, the business benefits and the positive feedback from the auditors. The project was advised by NOVO Business Consultants. Also among the winners in the "Digital Pioneer" category was the Coop Cooperative for the introduction of the billing of parking fees via Supercard points, this project was supported by SAP Switzerland. Source and further information: SAP Switzerland

This article originally appeared on m-q.ch - https://www.m-q.ch/de/sap-quality-awards-2022-das-sind-die-gewinner/

TIE has been dedicated to software development in the solution areas of enterprise content management (ECM), workflow and process management with a particular focus on the digitalization of clinics since 2002. Despite the complex environment, the Zurich-based company has successfully asserted itself on the international market for 20 years - with professional composure and technical brilliance. Mona und Mateo has now transformed this successful blend into a new brand identity. TIE's founding appearance served as a springboard for the rebranding. At that time, handmade clay figures conveyed the company's services and values and ensured great differentiation from the competition. Under the new claim "When life becomes digital", the existing appearance was reinterpreted and made ready for the future of the company. The I-Cons - the mascots of The I-Engineers, so to speak - are now being used as 3D animated clay figures and convey the brand values of simplicity, speed and flexibility. In combination with the I-Cons, the active color scheme is intended to ensure a high level of attention on the market. In addition to the new CI/CD and claim, Mona und Mateo also developed extensive B2B communication measures for all channels for TIE.

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Responsible at TIE: Severin Summermatter, Selina Kindt. 3D Artist: Vincent Schwenk. Responsible for concept and implementation: Mona and Mateo.

Digital Realty, a global provider of cloud technology and carrier-neutral data center, colocation and interconnection solutions, has released the results of its first Global Data Insights Survey. More than 7,000 executives from 23 countries and nine industries participated in the survey. "Recently, we observed a new megatrend on our platform: the explosion of enterprise data worldwide. As all industries need to create, consume, analyze, store and share ever-larger volumes of data, they are becoming information industries," said Dave McCrory, VP of Growth and Global Head of Insights and Analytics at Digital Realty, explaining the motivation for conducting the survey. Earlier on this topic, the company conducted a similar investigation performed.

Data becomes the business agenda

The survey confirms that data is becoming increasingly important and that companies' strategy and results depend on data-driven insights. Data is omnipresent. The volume of data is multiplying at all business locations. As a result, information needs to be aggregated efficiently. 47 % of the IT executives surveyed stated that they keep data decentralized, while 52 % keep it centralized. This highlights how different the strategies for organizing and managing data are across industries. This can have a direct impact on a company's ability to create value and results with data and confirms that aggregation needs to be prioritized. IT leaders indicated that data-driven insights are essential for improving the customer experience (50 %) for data infrastructure location strategy (37 %) for developing new digital products (35 %) and for driving business growth (28 %). Another key finding of the survey is that large companies around the world are not investing enough in the tools and infrastructure needed to cope with the growing volume of data.

Managing growing data volumes: Many obstacles

53 % of respondents worldwide cited the lack of sufficient investment in data systems or infrastructure as the main obstacle for their company to gain data-driven insights. Similarly, 50 % of respondents stated that there is a lack of sufficient investment in relevant analytics tools. To cope with rapid data growth, companies need to ensure that data does not become siloed and that they are able to extract insights from it in a time-efficient and compliant manner. And this requires investment. The study shows where there seems to be a problem: regulations, data protection provisions, reluctant customers and a lack of investment in data systems are hindering the data-driven business agenda. 35 % of IT leaders cited data protection and regulation as one of the main barriers to data-driven insights. The majority also recognized the need to maintain local copies of data and applications to serve a growing number of end users and networked devices and to ensure secure and compliant business operations

Build employee capabilities to derive value from data

The survey also shows that 65 of IT executives from some of the world's largest companies believe they need to invest in their teams' data skills to remain competitive and derive value from data. The importance of team development as a business-critical step surpassed investment in AI (59 %) when asked what was most important for companies to do in the next two years to gain more data-driven insights. When asked the same question, 61 % of companies with more than US$1 billion in revenue said they will prioritize executive education on the impact of data silos.

Data First Strategies Make the Race

Leading companies are recognizing the benefits of data integration, security and controls in multi-tenant data centers, where new intelligent workflows are being unlocked in hubs of data exchange between employees, customers, partners and ecosystems. 82 % of IT leaders agree that they need a global data center provider that global data center provider capable of offering global coverage, capacity and direct connectivity in major metropolitan areas on a single data center platform. In addition, 75 % of companies with revenues of more than US$1 billion have a formal data strategy, compared to 63 % of general global companies. This suggests that larger companies are slightly more advanced when it comes to data. This likely gives them an advantage over smaller competitors. Source: Digital Realty

This article originally appeared on m-q.ch - https://www.m-q.ch/de/viele-unternehmen-koennen-datenvolumen-nicht-genuegend-bewaeltigen/

Global production bottlenecks caused by the Covid 19 pandemic, but also increasingly uncertain global supply chains in the pharmaceutical sector, have recently provided an additional boost to the already fast-growing market for pharmaceutical contract development and manufacturing organizations (CDMOs). As a result, Marketing Authorization Holders (MAHs) are increasingly building strategic partnerships with CDMOs to secure quickly needed capacity, but also to increase supply security through multi-sourcing. This trend will continue with the emergence of new and advanced therapies, according to the results of the latest "Global CDMO Study 2022" by Strategy&, PwC's strategy consulting practice. The study analyzed 150 of the world's largest contract manufacturers in Europe, North America and Asia.

Contract manufacturer with extensive service portfolio

MAHs are pharmaceutical or research companies that have marketing authorization to market certain drugs. CDMOs can work on behalf of MAHs in the research and development and manufacture of these preparations. But as contract manufacturers grow in importance, the nature of their collaborations with pharmaceutical companies is also changing. 28% of the CDMOs surveyed already offer a comprehensive service portfolio for all types of drugs - small molecules, large molecules and advanced therapies. At the same time, 56% of the world's largest MAHs are already engaged in contract manufacturing themselves to generate additional revenue and absorb costs. "MAHs currently at the forefront of pharmaceutical drug manufacturing are increasingly relying on the technological expertise of CDMOs. This is also true in the advanced therapies market, including cell, gene and RNA therapies. This puts CDMOs in pole position to benefit from and play a significant role in shaping one of the fastest-growing markets. MAHs, on the other hand, should consider which production technologies are suitable for outsourcing and which fields they want to continue to strategically occupy and expand in the future," explains Dr. Jens Neumann, co-author of the study and Partner at Strategy&.

Cooperation instead of competition

CDMOs can benefit from increased transparency, greater flexibility, faster transactions and shared incentives in strategic partnerships with MAHs, the study notes. With end-to-end services, CDMOs significantly increase their chances of strategic cooperation with pharmaceutical companies, the analysis adds. 37% of the CDMOs studied therefore offer services that cover the entire value chain, from development to the manufacture of commercial drug substances and products to packaging. 43% of the companies analyzed that focus mainly on CDMO services ("pure play") now operate as full-service providers with end-to-end services. Only 17% of them focus their activities on a single step in the value chain. CDMO businesses of MAHs as well as generic manufacturers follow this trend (38% and 36% end-to-end services, respectively). Development services are already included in the portfolio of offerings at 92% of CDMOs in North America and 84% of CDMOs in Europe, while in Asia commercial production of drug substances is the most widespread and is offered as a service by 92% of CDMOs.

Increased focus on novel therapies

In addition to vertical expansion, CDMOs are also proving to be strategic partners for MAHs in horizontal value creation activities. Pure play CDMOs in particular are continuously expanding their range of services to include the various production technologies. Around 38% of pure play CMMOs are active in all three of the above areas, with 92% still involved in traditional small molecule manufacturing. This underlines the need to maintain a risk-balanced portfolio of traditional and novel therapies. At the same time, 45% of the pure play CDMOs already offer novel therapy services (compared to 34% of all CDMOs in the study), leading by far the fastest growing market segment. "Strategic alliances are an important key for MAHs and CDMOs to introduce new products and maintain their position in the market in the long term. This requires a critical look at their own overall strategy, which should also include the value chain, production technologies, services and locations. CDMOs should focus on offering their customers holistic and efficient solutions as well as quality products. For MAHs, the development of professional CDMO management is just as essential for long-term business success as the targeted communication of the company's future direction to its own employees," concludes Dr. Jens Neumann. Source: PwC

This article originally appeared on m-q.ch - https://www.m-q.ch/de/selbstbewusste-auftragsfertiger-im-wettbewerb-mit-pharmafirmen/

The Change Code How people get excited about change and win companies over with it.

• Author: Dieter Lederer
• Publisher: Wiley-VCH, 2022
• Pages: 262
• ISBN: 9783527511075

Change projects fail because they are not people-oriented and ignore the feelings of employees. This is Dieter Lederer's central thesis. From it, he derives his "Change Code," which consists of three elements: a meaningful and understandable change strategy, the cohesive appearance of managers, and the appreciation of feelings. The book's target audience is primarily second-level managers. It is up to them to persuade their employees to follow the path. Psychological safety in companies How high performance teams really work. Author: Ina Goller and Tanja Laufer Publisher: Springer Gabler, 2018 Pages: 56 ISBN: 9783658213374 Psychological safety is crucial when it comes to motivating teams to perform at their best. Unfortunately, however, the reality in many companies is different - anyone who raises problems is met with silence or aggressive reactions. As a result, motivation and innovativeness drop, among other things. The authors explain how it is possible to create a safe working environment and why managers are the key to this. A book well worth reading, packed full of practical tips, but with plenty of theoretical background. Boost - Thinking like Elon Musk and Co. Scientifically proven strategies for giant strides in work and personal life. Author: Ozan Varol Publisher: Books4Success, 2021 Pages: 416 ISBN: 9783864707315 The original title of the book is "Think Like a Rocket Scientist". Former NASA employee Ozan Varol explains here why it is not so difficult to think like a rocket scientist - but above all what advantages it brings for product developers in the private sector, for example. The book is light-hearted in tone and enriched with many anecdotes, giving you the tools you need to leave the beaten track and question the seemingly given. An inspiring book for those working in the field of innovation. Learning Hacks Step by step to an agile learning culture with simple routines. Author: Thomas Tillmann and Jan Schönfeld Publisher: Vahlen Verlag, 2021 Pages: 215 ISBN: 9783800664986 With their company Lernhacks, the authors have accompanied companies such as Porsche, Bosch and Deutsche Bahn on their way to an agile, autonomous learning culture. They have compiled the best learning routines in this book. The result is a useful compendium with an attractive, clear design. It offers lots of practical tips, methods and inspiration for anyone who wants to bring the phrase "lifelong learning" to life - fun and success are guaranteed.