How to create value in a digital world - Value is no longer synonymous with value creation or shareholder value. Value also includes new customer perceptions of value, creating value thanks to new technologies, thanks to "beautiful" products with high value and, of course, new digital platform business models. At first glance, platforms and super apps from leading technology companies such as Google, Apple, Meta, Amazon, WeChat and Co. appear to be a threat because they are penetrating various industries. In fact, various banks, insurance companies, retailers, media houses and numerous start-ups have already discovered the great potential of platform business models in Switzerland as well. Typical offerings are mortgage marketplaces, mobility offers, comparison and e-commerce platforms - the race for market leadership has begun. And with it, the race for the right talent.

What makes digital ecosystems so successful?

The focus is not on technology, but on the consistent integration of the participants in an ecosystem. The focus is on customers, suppliers and even the company's own competitors. The primary goal is to jointly create real innovation and added value for all participants across companies and industries - in the form of a Digital Ecosystem. "New technologies such as Cloud, APIs, Big Data and Analytics are just enablers that help to implement new data-centric business models in a fast, scalable and standardized way. Central to successful implementation are the consistent reconfiguration of the business model and the design of the ecosystem. Only a few companies have the necessary enterprise capabilities and expertise in this area. This is reflected, among other things, in the large number of job offers and new job profiles in the field of ecosystems," says Ralph Hutter, head of the new CAS Digital Product Lead HWZ and CAS Platforms & Ecosystems HWZ programs.

Product development transforms radically

Product development is changing fundamentally: at its core is an increased focus on customers and design. The speed of innovation and technical complexity have increased substantially in recent years. New software development methods and management approaches such as agile, lean startup, etc. are being widely used to take account of this change. The role of the product manager is also changing radically due to the increasing importance of data and the use of new technologies. These include new interfaces such as AR, VR, IoT, voice, blockchain and gaming engines. The next generation of the internet, Web 3.0, is already on the horizon. Digital extensions via smart devices such as watches, glasses and new immersive user experiences with VR headsets in and around metaverse worlds enable new types of services, innovative business models and new touchpoints with the target clientele. The digital product lead is the new role designation for the leading product manager that is becoming established in start-ups and international companies. Digital Product Management is the key competence for transferring existing products and services to the next generation of the Internet, Web 3.0, and the emerging metaverse, or for launching completely new digital offerings based on new technologies.

How to create value in a digital world?

Innovative digital products with the latest technology create real added value for customers and lay the foundation for digital ecosystems in which new digital business models can be developed. This is real "digital value creation". The Institute for Digital Business at the HWZ Zurich University of Applied Sciences offers further education in this area. The newly launched CAS Platforms & Ecosystems HWZ and CAS Digital Product Lead HWZ, which are led by Ralph Hutter, strengthen the understanding of this cultural change and offer a methodical toolbox for dealing with the challenges of new platform business models and the development of digital products and services. If desired, the two CASs can be combined with a further elective module to create a Master's degree with a specialization in "Digital Value Creation" (Master of Advanced Studies in Digital Business, Major Digital Value Creation). This program prepares graduates in a practice-oriented manner for a career step in the new job profiles in the field of ecosystem and digital product management. Source and information: HWZ

This article originally appeared on m-q.ch - https://www.m-q.ch/de/digitale-oekosysteme-feinde-werden-zu-partnern/

The brands Hotelplan, Migros Ferien and the German Vtours will come under the umbrella of the new Volume Tour Operating business unit, as the Migros travel subsidiary announced in a press release on Wednesday. The existing flight broker business in Switzerland and Germany is also part of the new unit. The former Hotelplan Suisse business unit will thus be split up and the Vtours business unit will be merged into the new division. The two specialist brands Travelhouse and Tourisme Pour Tous, marketing in Switzerland, distribution and the 88 travel agencies will remain with Hotelplan Suisse, as Group spokeswoman Bianca Gähweiler said on request.

No job cuts

By combining the classic beach holiday business, it will be possible to bundle purchasing in Switzerland and Germany. Gähweiler said that the larger volume would result in lower prices in some cases. Nothing else would change for customers. The employees would also keep their jobs. "The adjustment of the organizational structure will not result in any job cuts in either Switzerland or Germany," wrote the Hotelplan Group.

Bachmann new head of the division

The head of the new Volume Tour Operating division will be Tim Bachmann (pictured), the current head of Hotelplan Suisse, who will remain on the Executive Board. Nicole Pfammatter, previously Director Distribution & Marketing Hotelplan Suisse, will become the new Head of Hotelplan Suisse, while retaining responsibility for Distribution. Pfammatter thus joins the Group Executive Board. Vtours CEO and co-founder Achim Schneider will leave the company at the end of October 2022, according to a statement: "He already made the decision not to extend his contract in summer 2021 and it is not related to the new organizational structure." As part of the structural adjustment, the Executive Board of the Hotelplan Group will also be expanded. Walter Jung, previously HR Director Hotelplan Group, and Adrian Arnold, previously Director Group Strategy & Projects, will be newly appointed to the Executive Board. As Chief People Officer, Walter Jung will increasingly focus on strategic HR issues for the entire Group. As Chief Digital & Strategy Officer, Adrian Arnold will be responsible for the digitalization of customer interfaces and the area of sustainability. (SDA)

The newly developed claim "Staging Brands" puts the product in the spotlight, while expressive key visuals highlight the synergy between product and display and place the various areas of the company at the center. The animated CGI visuals are intended to convey the value of the brands and the implementations. "The new appearance is an interplay of form, animation and type, which flow together to create an unmistakable, meaningful and contemporary overall image. The focus is always on the customer experience," explains Emanuel Brunner, Creative Director of Displaysolutions. In addition to the visuals, it was equally important to communicate the company and industry trends to the outside world. The Website has therefore been given a new magazine section that will serve as a source of inspiration and information. This is where POS trends, interviews and other news from the industry will find their new home, which are also linked to LinkedIn and thus serve as multipliers. "Materiality and the future were central themes throughout the entire process. The result is a new world that makes tangible on the outside what is already being lived on the inside. A communication platform rarely seen in display production that not only sells a service, but can also offer real added value for the company and its customers," explains Andrea Zanzerl, Brand & Design Strategist at Die Werbekanzlei.          

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Responsible at Displaysolutions: Django Rubinick, Emanuel Brunner, Adrian Binkert. Responsible for The Advertising Firm: Andrea Zanzerl, Patrick Varga, Turan Oeznalci, Ladina Baumgartner.

For the study, Qualtrics, a provider of experience management systems, surveyed more than 500 consumers in Germany about their opinion of customer and brand experiences. Half of those surveyed stated that they had stopped buying from a manufacturer because the customer experience they had experienced did not match the brand promise. The main reason cited by respondents was product quality (68 percent) - followed by poor customer service (62 percent) and a mismatch with the company's vision, values or stance on social issues (40 percent). "An excellent customer experience is crucial to the success of a brand," says Martin Meyer-Gossner, Experience Scientist at Qualtrics. "The brand is defined by everything the company does. It is embodied by the product and the customer journey and implemented by the employees. Take a delivery service, for example. If the delivery window is not met, it affects the experience with a brand." The importance of the customer experience for the brand is also made clear by the factors that will strengthen trust in the brand in 2022: customer service ranks just behind appropriate pricing, followed by concern for employees and not taking advantage of crises for one's own company. Going above and beyond the recommended safety standards rounded off the top five. For companies looking to stay relevant in an increasingly competitive market, the quality of products and services (74 percent) and customer service (59 percent) have more influence on consumers than marketing and advertising (43 percent) and social media presence (34 percent). "Understanding a company's purpose and communicating with its workforce is key to a good brand and customer experience. A company must have the right systems and processes in place to achieve this. The next step is to identify the moments in the customer journey that have the biggest impact on customer behavior. With these insights, companies can fulfill customers' wishes - exactly when it matters most. A brand's purpose, promise and values should be embedded in everything it does," adds Meyer-Gossner.   Do not underestimate ratings Companies should not underestimate the importance of reviews. 95 percent of people have read a review before buying from a new vendor. If there was a bad review, 62 percent of people would probably not buy.

Because of the pandemic, many of us have had to move our jobs to the home office. While burnout has always been an issue to take note of and counteract, the pandemic has significantly blurred the lines between work and personal life. This has led to many of us working extra hours, either to make up for perceived shortcomings or delays at work, or even unknowingly.

When employee engagement wanes

According to a British study 70 % of employees report that they suffer from burnout symptoms. Lack of free time and high workload are the main contributing factors among those who feel such effects. This is a major concern for managers and companies, as employee engagement is directly related to business results. Hogan Assessments, a leading provider of personality assessments and leadership consulting, highlights three areas employers can scrutinize and address to ensure their employees are satisfied, engaged and well-supervised, thereby avoiding the burden of burnout.

Personality is the key when it comes to work and burnout

The research conducted by Hogan suggests that the pandemic has not changed people's personalities themselves, but only reinforced certain pre-existing traits. For example, if someone is extraverted and enjoys the more social aspects of an office environment, then his or her priorities have not changed. The isolation that comes with working from home could be detrimental to his or her work. On the other hand, a more introverted person might thrive in a home office atmosphere and find that more tasks can be accomplished without the added distractions that come with working in a shared space. To avoid burnout and avoid putting unnecessary stress on employees when they return to work, employers need to work with team leaders. Encouraging an open dialog between managers and team members will help build a more flexible hybrid system that maximizes productivity among engaged employees. Employees who choose to continue working from home may feel they have to put in more effort or work more hours as they are not constantly monitored - it is therefore important to keep a close eye on this and remind these employees through regular communications that their regular workload is more than sufficient. Setting up a system that allows and encourages open and honest conversations between employees and managers will make employees feel that they are seen and heard and that their needs are being considered.

To mitigate the effects of burnout, stress management is critical

Often, burnout can be triggered by an excess of stress. Covid-19 has led to employees feeling increased pressure to mask any difficulties they may have in coping with stresses from both work and the pandemic. In doing so, according to a Lime Group survey Only one in six employees feel that their psychological needs are sufficiently taken into account by their employer and in the workplace. A person's experience of burnout can often be measured by how well they deal with stress. To get a better idea of how individual employees deal with stress, a development survey developed for this purpose can be used. This is because people who internalize stress are more likely to feel the effects of burnout. Conducting tests can help companies make better decisions that enable employees to better manage their time and workload and avoid stress. They also contribute to smarter strategy and decision making within the company's management structures to prevent the effects of burnout. They also help those who are already suffering from it to recover better. An important tool in the fight against burnout is to remind employees of all the mental health and support systems available to them in their company. This encourages them to contact the HR department if they want or need to make use of them.

The company's values are directly linked to the commitment of its employees

Burnout is less likely to occur if people are hired whose personal values are most in line with those of the company. However, a company must also lead by example at all times. If management does not exemplify the values it wants to see in its employees, it runs the risk of being the driving force behind unhealthy work practices. The key to combating burnout is to prioritize work-life balance. Acknowledging employees' overtime and reassuring them that this is not a standard that is always expected of them is key. Allowing employees to sign off at the end of their working day may not seem like a revolutionary concept, but it is important as this fact has been forgotten or pushed aside by many employees during the pandemic. "The employer response to burnout must no longer be retroactive. Employers need to start addressing burnout proactively, even before it occurs. Companies need to pay attention to employee engagement data to see who in their organization is most at risk of burnout," adds Dr. Ryne Sherman, Chief Science Officer at Hogan Assessments, "For those suffering from burnout, consider setting up weekly individual check-ins with team members so managers are aware of their workload and any overtime or additional actions that may need to be taken. in the picture. Providing better structure in this way will help set expectations and reassure your team that they can get the support they need." Source: Hogan Assessments

This article originally appeared on m-q.ch - https://www.m-q.ch/de/gesundheitsschutz-burnout-bei-mitarbeitern-verhindern/

Complex, often outdated and heterogeneous IT and technology as well as a lack of security strategy make hospitals, for example, a lucrative and blackmailable target for hackers. After all, system failure is not an option here. The data loot is just as coveted: depending on how complete the information is, medical records can cost up to $1,000 on the darknet. Only U.S. passports are even more expensive, with a unit price of $1,000 to $2,000.

Lack of cyber security: consequences of cost pressure

In addition, most victims in the healthcare sector are often completely unprepared. In addition to a lack of money, the main reason for this is a lack of staff, for example in Germany where two employees are sometimes responsible for the entire IT administration of three different hospitals and have hardly any budget. In addition, the demands on IT are increasing in a healthcare system that is being digitized. The current crisis and threat situation in particular show that hospitals must be treated more and more like a critical infrastructure. In administration, the increasing data protection requirements are raising the hurdles for data security. Compliance rules must increasingly be adhered to - from the GDPR and ISO certifications to radio guidelines for technical devices.

Symptoms

Healthcare cybersecurity still suffers from the following symptoms:

1. Ransomware: Hospitals in particular cannot sit out extortionist attacks that encrypt data or block systems if they want to continue to care for patients. Attackers will be even more aggressive in the future: On the one hand, through automated attacks on unprepared IT and, on the other, through more targeted Ransomware-as-a-Service (RaaS) attacks launched with social engineering on decision-makers in HR, administration and accounting.
2. Risks of networked devices: In healthcare, the number of networked medical IoT and OT devices is growing by leaps and bounds. However, this attack vector is still often neglected and networked devices are integrated into networks without the appropriate care. Hackers also know the specific risks of this hardware: they know how to find out the hard-coded passwords of most devices - and can penetrate the network through them. It is often not even possible to prevent unauthorized users from accessing the devices. Surprisingly often, devices are used that are only poorly certified. Systems with outdated, no longer supported operating systems also create new risks over time.
3. Lack of visibility of hardware: Many organizations do not have IT in its entirety in mind. For example, the encryption of the servers at Lukaskrankenhaus in Neuss (this cyberattack from 2016, which became public throughout Europe, resulted in damage of 900,000 euros; editor's note) was only possible because an old, invisible client had administrator rights and thus enabled the malware to spread further. In the case of IoT and OT, this danger is even more fundamental because most of these devices are not subject to access by internal IT organizations.
4. Zero-day security vulnerabilities continue to grow: Log4j has shown that zero-day vulnerabilities can still cause great damage and threaten countless organizations. The healthcare industry is more susceptible to such vulnerabilities, and lack of attention can lead to increased exploitation of these gaps.

Therapy proposals for more cyber security

If you want to ensure the safety of the systems and the health of the patients, you should and can turn several screws:

• Protection of all devices: An extended detection and response (XDR) solution protects not only ordinary endpoints, but also devices where, as in the case of IoT, there is no way to install agents or they are beyond the control of IT managers.
• Continuously manage and assess security vulnerabilities: Due diligence checks and vulnerability assessment and management are key elements in discovering and closing potential and existing gaps before attackers exploit them.
• Isolation of network segments: This makes it possible to limit the damage. For example, if you quickly separate network areas, you can prevent ransomware from spreading further.
• Identity Management: This can reduce the risk of employee misconduct. This is particularly important given the size of many facilities and the number of employees who are often not particularly experienced or security-conscious in IT security.
• Penetration Testing: They test the responsiveness of an organization's own IT defenses and help identify vulnerable parts of the organization or employees and areas where incident response can improve. (More information on penetration testing shows this - chargeable - article; editor's note)

Prescribe to external expertise

Not only are healthcare IT administrators overworked, they also often lack the necessary expertise or the time to develop such expertise. They often do not even get to deal with cyber security and respond to specific incidents. Analyzing anomalies in the behavior of endpoints is usually even more impossible for them.

• Partner selection: Help can therefore only come from partners with appropriate IT security and industry knowledge. For example, when changing providers. Many IT departments do not know how completely the old system was uninstalled and how many clients still have to be reconfigured manually. This is because newly created rule sets can have unpleasant effects for everyone involved in live operation, the causes of which then have to be analyzed and remedied in a time-consuming manner. This is where partners can contribute their expertise and provide intensive support for roll-out processes in order to keep this rework to a minimum and be able to react promptly. A value-added reseller plays an important role here and can be shown separately in the accounts as a service item in the budget.
• Security analysts: Managed detection and response (MDR) services are equally important. Larger hospitals in particular with highly complex systems that would need a SIEM or ISMS (Security Information and Event Management or Information Security Management System) for compliance reasons, for example, can rent the necessary technologies and resources cost-effectively with an external Security Operation Center as part of an MDR service. This is always more cost-effective and at the same time more efficient than purchasing and operating this technology yourself. And what's more, MDR offers the expertise, advice and active support of security analysts.

Author: Jörg von der Heydt is Regional Manager DACH at Bitdefender

This article originally appeared on m-q.ch - https://www.m-q.ch/de/cyber-sicherheit-im-gesundheitswesen-befund-diagnose-therapie/

The four tourism organizations of regional importance in the canton of St. Gallen - Heidiland, Rapperswil-Zürichsee, Toggenburg, St. Gallen-Bodensee - can receive financial support for marketing services. The canton keeps a tourism account for this purpose. This is a closed financing cycle: The funds come from the accommodation and hospitality taxes collected by the municipalities. In addition, half of the Kursaal tax, which is paid by the B-Casino in Bad Ragaz, is also included. This tourism account has become increasingly unbalanced. "Falling numbers of overnight stays in the canton have reduced the income from the accommodation tax," according to the consultation documents. At the same time, the revenue from the casino in Bad Ragaz has been "declining for years". The reason given is the increased competition from casinos in the Principality of Liechtenstein.

Pandemic led to further outages

The pandemic has further exacerbated the situation. In 2020 and 2021, the canton waived accommodation and hospitality taxes to support tourism businesses. As a result of all these factors, the reserves in the tourism account are expected to be exhausted by 2023. The government therefore wants to make a one-off contribution of CHF 2.2 million from the special equity capital to compensate for the shortfalls during the pandemic. In addition, the entire Kursaal tax is to be used to promote tourism in future. Previously, half of it went into the state budget. The government anticipates an annual shortfall in revenue of CHF 900,000. The revision is also intended to abolish support for tourism projects, with which cantonal contributions to individual hotel buildings were possible. The support options under the New Regional Policy (NRP) are not affected by this, the State Chancellery announced on Thursday. The consultation on the bill will run until April 14. (SDA)

The business plan has more potential than just enabling a start-up idea to be thought through in detail. It can also be used to calculate in advance for new projects which opportunities and risks a company can expect and whether sufficient resources are available to achieve the set goals. When a business plan is drawn up in the course of day-to-day business, it shows its advantages in all projects that go beyond the daily routine, such as a product launch, the establishment of a new sales channel or an expansion and other changes in the structures of a company. As a guideline for controlling, it effectively supports corporate management. Even more: a carefully prepared business plan is the basis and best preparation for goal-oriented controlling.

Business plan immediately reveals bottlenecks at every level

As companies collect figures on turnover, earnings, costs and order situation, market status and the necessary investments for the business plan, among other things, they have a framework that they can subsequently use in controlling to ensure that the company's goals are achieved. It is generally advisable to work with scenarios in the context of any planning. After all, if entrepreneurs have different options for action up their sleeve, they can react effectively to various developments and are also prepared for unpleasant situations. Another positive side effect of working with scenarios: If the focus shifts away from achieving fixed targets, individual specialist departments are encouraged to work more agilely towards the company's goals. Forward-looking planning also means that bottlenecks at all levels - in terms of personnel, finances or other resources such as time - can be identified at an early stage and management can initiate appropriate measures quickly and effectively. A business plan with correspondingly viable financial planning provides conceptual clarity and enables a valid assessment of a company's future development.

Respond to changes in real time

The business plan can do much more than just convince financing partners: proper planning and the controlling based on it help managers to actively manage the development of their company in a sustainable and targeted manner by reacting to changing market situations in real time. It also provides an effective tool for identifying resources that increase value creation and profitability. An accurate approach to planning also ensures success and economic efficiency because it provides a clear picture of a company's current and future liquidity situation. Nevertheless, many companies still fail to take advantage of the positive effect of the business plan after the start-up phase: But even then, as a management and controlling tool, it makes the company management aware of inconsistencies in strategic planning and deviations from targeted goals, which is important for monitoring success. Companies, regardless of their size, are therefore well advised to constantly work on their business plan and adapt it to the current situation. As a result, the effectiveness of each planned measure can be optimized with this approach.

Look in all directions

By relating the key figures obtained in this way to one another, and by observing and interpreting their development as well as the general trends in controlling, managers and controllers are always clear as to whether the company is still on track for success and can react immediately to possible areas of tension. In recent years, it has become increasingly important in controlling not only to look backwards, but to add a current view (forecasting) and thus to increasingly include future developments and react in an agile manner. Recent developments in the pandemic have impressively demonstrated how elementarily important it is to adapt plans in the shortest possible time in order to ensure a rapid response capability. In order to be prepared for all eventualities, companies are well advised to support thinking, planning and working in scenarios by means of software that makes it possible to map or calculate several future possibilities.

Influence impact force in a targeted manner

In order to assess the company's ability to act, it has proven useful to compare the actual and target status at regular intervals. A target/actual comparison and precise variance analyses create security at various levels. By comparing the target figures set in the plan with the actual results achieved, companies are on the safe side, have a consistent view of the effectiveness of their company and can influence it if necessary. By taking stock of the situation, managers are able to recognize exactly how goals and measures need to be adjusted. In the event of deviations, they can then intervene in good time before any possible negative consequences occur.

Counteract errors in good time

Management benefits from the ability to plan future developments, can validly assess the effects of external factors and internal measures in advance, and always has a clear picture of the company's profitability. Not only does a business plan provide certainty in advance about the feasibility of the respective goals and strategies, but the key figures on sales or profitability, for example, also enable companies to better assess their options. And this is permanent: Even after a company has set out on its journey, the assumptions from the plan serve as an instrument for fine-tuning. The knowledge contained in the business plan about the respective target group and developments in the specific market segment has strong potential to make it easier to interpret the results from the analysis of the key figures correctly.

Conclusion: Plan success with business plan too

With careful planning, which begins with the business plan at the time of founding and is constantly updated during business operations, entrepreneurs lay a foundation for long-term successful business. The key figures that are collected and calculated for the business plan - at the beginning of the business activity or for new projects - also support targeted controlling. In order to collect, evaluate and provide the really relevant information, every company is generally well advised to use a modern planning and strategy tool, so that optimal controlling is guaranteed at all times. Author: Bernd S. Kirschner is Managing Director of Denzhorn Geschäftsführungs-Systeme GmbH in Ulm (Germany). www.denzhorn.de

This article originally appeared on m-q.ch - https://www.m-q.ch/de/businessplan-ziele-ausjustieren-und-unternehmen-mit-klarheit-effektiv-steuern/

The pandemic has not only had a major impact on tourism, but also on the requirements for tourism training. The IST - Higher College for Tourism & Outdoor has used these drastic changes to completely realign itself. The aim of the brand relaunch was to sharpen the positioning of the IST tourism college and make it visible in the dynamic tourism and outdoor industry with a modern, self-confident image. IST now presents itself with modern, renovated classrooms in Zurich, an expanded range of courses, a flexible teaching structure and a new CI/CD including a new website. "We are very pleased that this relaunch not only gives us a fresh and modern design, but that we also meet today's technical requirements," says Managing Director and General School Director Nicole Diermeier. "Our new website is in tune with the times. It is modern, simple and high-quality. It reflects the quality of IST," adds IST Marketing Manager Lory Gauch. Daniel Kraft is responsible for the design and implementation of the IST relaunch. "Logo, visual language, font and color scheme - all elements of the new brand identity work together to make the IST vision tangible for the relevant target groups in the long term," explains the brand strategist. The IST logo has its origins in the Swiss cross and, thanks to its dynamic cut, also stands for new beginnings, development and progress. The IST visual language is intended to arouse emotions and shows people, places, being on the move, the wide open spaces and urban life. The images are intended to invite you to consciously experience the moment and to rediscover the world in a fascinatingly close and surprising way. The color scheme with the characteristic IST colors boldly and confidently underlines the understanding of and claim to tourism and the outdoors. The IST typeface is modern, discreet and flexible, making it ideal for authentically conveying all the many facets of the tourism and outdoor industry across all channels.

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Responsible at IST, Higher School of Tourism & Outdoor: Nicole Diermeier (Executive Management), Lory Gauch (Marketing Management). Conception and implementation: Daniel Kraft (brand strategy, project management), Israel Moreno (design), Clau Isenring (text).

Marketing 5.0 Technology for humanity.

• Author: Philip Kotler, Hermawan Kartajaya and Iwan Setiawan
• Publisher: Campus Verlag, 2021
• Pages: 239
• ISBN: 9783593514802

Marketing 5.0 combines the possibilities of digitization with the trend toward sustainability and the creation of added value - and thus responds to the demands of younger people in particular. The result is a technology for humanity: Everything that is technologically possible and makes life on earth more worth living is being done. Can this noble claim be fulfilled with Big Data, artificial intelligence and virtual reality? Or will the profit motive win out again in the end? In any case, it is advisable for marketers to prepare for the digital future. Talking to each other 2: Styles, values and personality development Differential psychology of communication.

• Author: Friedemann Schulz von Thun
• Publisher: Rowohlt Verlag, 2010
• Pages: 304
• ISBN: 9783499184963

We all have certain styles when dealing with other people. We can like them - or they can be a huge pain in the ass. What are the causes of these behaviors? How can we understand them better and make our behavior more balanced? Friedemann Schulz von Thun takes us behind the scenes of sometimes destructive interaction styles and quirks in an easy-to-understand way. In doing so, he does not shy away from admitting and correcting professional misconceptions of earlier years. A classic of communication psychology that everyone should know. Corporate Nudging Changing behavior patterns in organizations through intelligent nudging.

• Author: Christoph Harff and Christopher McLachlan
• Publisher: Haufe Verlag, 2021
• Pages: 234
• ISBN: 9783648137383

Nudging is finding its way into more and more companies - with good reasons. Nudges - small incentives to rethink one's own behavior - can have a positive impact on people, structures and processes. The authors of this book explain how nudging works in companies and countries and where it is already being used. They present a guide that companies can use to develop individual nudges. They also point out risks and undesirable developments. A helpful guide for all those who do not want to rely on prohibitions alone. Communicative competence 36 Mentalist Tricks for Leaders.

• Author: Jakob Lipp
• Publisher: Campus Verlag, 2021
• Pages: 240
• ISBN: 9783593513775

Among the countless books on the subject of communication, the perspective of this book is a special one. The author is a mentalist. His profession is to amaze and inspire people with the help of excellent communication skills. Instead of academic effect models, the reader can expect vividly described practical tips from a master of mental magic. Divided into 36 short, self-contained chapters, the easy-to-read guidebook provides very good pointers for honing one's own communication skills.

The basis for this task is a strategically structured process that clarifies the company's positioning and sharpens its brand. Brugg Cables describes itself as an innovative Swiss cable and accessories manufacturer with a comprehensive range of services in energy transmission and distribution. The company was founded over 120 years ago by Gottlieb Suhner and has developed into a top-level global supplier. The company has around 400 employees and, in addition to its headquarters in Brugg, operates branches in six countries and a production facility in China. The Swiss company has been part of the Italian energy supplier Terna since the beginning of 2020. Now that Brugg Kabel is organizationally prepared for the future, the brand and communication are also to take this step. To this end, the management of the Swiss cable manufacturer has joined forces with Yellow. Based on the agency's own brand principle, the status quo of the industry is to be analyzed and a differentiating positioning derived from this. On this basis, the brand will be sharpened and communication realigned. The entire renewal process concludes with the relaunch of the brand and its internal and external appearance. The first results of the collaboration between Brugg Cables and Yellow will be announced for spring 2022.

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Responsible at Brugg Kabel AG: Samuel Ansorge (CEO), Simona Wirth and Irene Stumpo (Marketing & Communications). Agency: Yellow  

A few weeks after the opening of its Lausanne branch, the publisher Berger-Levrault records a successful business deal with the Gruyère Energie company. The energy and water supplier, present in nearly 40 municipalities in the regions of Gruyère, Glarus, Vevey and the Pays-d'Enhaut, has chosen CARL Source EAM software for its asset management and infrastructure maintenance. "The management of our assets, and in particular the organization of their maintenance, is a key factor for an infrastructure company like Gruyère Energie. We rely on the CARL Source EAM software to help us move towards excellence in this area," emphasizes Claude Thürler, Managing Director of Gruyère Energie SA. And Laurent Rollinger, Head of Development at Berger-Levrault Suisse, adds: "We're doing everything we can and deploying our best industry experts to accompany Gruyère Energie's teams in their day-to-day work and in the implementation of the solution, and to build a high-quality partnership between our two companies."

Maintenance and asset management has strategic importance

As a key player in the energy transition in its region, Gruyère Energie offers its customers innovative solutions in the field of renewable energies. The maintenance of these plants presents the company with technical and organizational challenges. These include developing new processes on state-of-the-art equipment, optimizing the complete control system, maintenance and supporting nearly 300 employees in a process of modernization and continuous improvement. "Given our significant growth, we needed an ad hoc EAM tool that was better suited than a traditional digital and paper-based system. Our needs relate to our technical infrastructures and energy distribution networks (thermal power plants, hydroelectric plants, water distribution networks, etc.), which are becoming too large to manage without a CMMS. Our state-of-the-art facilities require more monitoring and preventive maintenance. I'm thinking, for example, of our industrial infrastructure and our circulating machinery, which require very strict monitoring. This is where our true maintenance capital lies. Our technicians, who all have an excellent level of autonomy, will experience the ease of use of CARL Source and its mobile solution CARL Touch," explains Tahar Klabi, EAM Manager at Gruyère Energie SA.

Product from 35 years experience

According to the manufacturer, 35 years of experience stand behind the CARL Source software. The product guarantees speed, mobility and ease of use, the manufacturer adds. Gruyère Energie now wants to use the following functions:

• Asset management and infrastructure management
• Operational requirements
• preventive maintenance, repair, supervised and planned maintenance
• Budget control
• Stock display
• Management of linear assets and maintenance contracts
• Digitization with the CARL Touch mobile solution
• Tracking of the plants via the GIS
• Building management through Building Information Modeling (BIM)

In an initial phase, ten CARL Source licenses and 13 licenses of the CARL Touch mobile solution will be operated by Gruyère Energie, with final commissioning planned for June 2022. Sources and further information: http://www.carl-software.ch www.gruyere-energie.ch

This article originally appeared on m-q.ch - https://www.m-q.ch/de/anlagenmanagement-gruyere-energie-setzt-auf-loesung-von-berger-levrault/