Efficiency and service orientation, as well as digital sovereignty and artificial intelligence, are topics that the public sector is dealing with intensively today. Aspects of the digital society, organizational transformation and legal aspects must always be taken into account. Not an easy task. This is why the Department of Business at Bern University of Applied Sciences (BFH) is offering a new two-year Master's degree in Digital Government as a part-time course from fall 2026 (see study guide in the appendix). Students will learn all the skills they need to actively shape the digital transformation in the public sector and in the digital society. The course combines practice-oriented learning with flexible online phases and offers an interdisciplinary education in business, technology and law.

The degree program at a glance

The "Master of Science in Digital Government" program focuses on practical training and offers three specializations:

1. Organization, transformation and procurement: Leadership and public service motivation, agility and resilience in the public sector, digital skills and digital thinking, (process) innovation and cross-agency collaboration, requirements engineering, customer centricity and user experience (UX), basics of public procurement, data protection, legal informatics
2. Politics, democracy and sustainability: Digital policy in Switzerland, public service of the future, digital ethics and digital inclusion, basics of technology assessment, digital democracy and digital skills, participation, co-production and collaboration, digital sovereignty and open source
3. Technology: Data-centered public management, data ecosystems, data spaces, data sharing and open government, data governance, networks, infrastructures and sensor technology, data protection and information security, basics of technology (AI models and algorithms, AI use cases and best practices)

Flexible studies for working people

The course combines attendance phases in Bern (four times per semester) with flexible online learning cycles. This hybrid structure enables students to combine their studies with their professional activities. Students can work on practical projects and benefit from an international study trip.

The course is aimed at specialists and managers from the public sector as well as career changers. Admission is open to Bachelor's graduates in business administration, economics, political science, computer science, law or related subjects who want to make the public sector resilient, sustainable and efficient.

The Master's course starts in fall 2026. Further information, dates of information events and registration at http://www.bfh.ch/master-digital-government

This article originally appeared on m-q.ch - https://www.m-q.ch/de/schweizweit-erster-master-studiengang-in-digital-government/

Many people have an idea for a social commitment, a project close to their heart or an innovative gadget. However, the start of crowdfunding often fails due to one central question: How big is the financial potential of your own community? This is precisely where the Crowdchecker from Crowdify an.

"Our aim was to develop a solution for the biggest uncertainty in crowdfunding," says Christian Klinner, Crowdify. "If you know how strong your crowd is, you gain the confidence and motivation to actually launch the project."

The crowdchecker takes into account the type of project and the reach in various contact segments - such as personal contacts, social media communities or the reach of influencers. Based on these factors, the AI creates a realistic assessment of the financial opportunities.

If you want to continue straight after the check, you can set up your project completely in just four additional minutes. The tool provides concrete suggestions for the title, project description, storyline, mail text, goodies and even a script for the project video.

With this combination of analysis and implementation, Crowdify is positioning itself as an innovation leader in the European crowdfunding market. "It has never been easier to turn an idea into a concrete project. The Crowdchecker makes it easy to get started and removes the decisive hurdle for project starters," says Christian Klinner.

The concept and idea originate from Christian Klinner, Crowdify / Ron Orp. The technical implementation realized by Qris Riner, Contextery. Crowdify belongs to Ron Orp and is one of the largest crowdfunding platforms in Switzerland.

Examples of applications for "AI in the real world", often referred to as "physical AI", include manufacturing robots and humanoids, quality control with AI cameras, predictive machine and plant maintenance, autonomous logistics systems, medical diagnostics, self-driving cars and smart cities. The Diplomatic Council's Real-World AI Forum invites you to an online conference on the use of AI in cities and communities on September 22.

Smart City use case

"The true value of AI lies not in the hype surrounding the generation of texts, images and videos, but in its profound integration into the core processes of industry and local authorities," explains Harald Müller, Managing Director of the Bonn Business Academy (BWA) and Co-Chair of the Real-World AI Forum at the Diplomatic Council. Dr. Daniel Trauth, also Co-Chair of the forum and Managing Director of Cologne-based dataMatters GmbH, uses the example of the Smart City to illustrate the benefits. According to him, municipalities could save around 20 percent in costs and reduce CO2 emissions by around 30 percent through AI optimization of waste management alone. AI-controlled traffic lights and networked traffic management systems with real-time parking space information lead to a reduction in traffic jams and further reduce CO2 emissions. A recent McKinsey study shows that smart city solutions can reduce energy consumption in public buildings by up to 15 percent (Smart Building).

Another example is the optimization of public transport. Dr. Daniel Trauth explains the procedure clearly: "LiDAR and optical sensors in buses and trains can be used to record exactly how many seats and standing places are occupied at which times on which lines, or how many children or adults use the service. This data is analyzed using artificial intelligence and the AI can use it to make real-time recommendations for the optimal use of precisely these buses and trains. As a result, this leads to greater public transport acceptance among citizens, more targeted staff deployment and reductions in costs and environmental impact."

Application area "intelligent machining"

Dr. Daniel Trauth cites "intelligent machining" as an example of an industrial AI application with far-reaching effects, on which his company dataMatters is working together with the Fraunhofer Institute for Production Technology IPT in Aachen, among others. Essentially, the aim is to use AI to meet the high quality requirements in the machining industry better and more cost-effectively. Machining, in which material is brought into the desired shape and size by turning, drilling, milling or grinding, forms an essential basis of manufacturing technology in many branches of industry, from automotive production to the manufacture of medical instruments.

Errors in the machining process can have serious consequences, ranging from product failures to safety problems. Strict quality controls are therefore essential, but also time-consuming and expensive. "Automated monitoring and analysis of production processes using AI can significantly reduce inspection times and costs for quality assurance and improve the accuracy of quality assessment," says Dr. Daniel Trauth, explaining the benefits of "Real World AI" using this application example.

"Machining is just one of countless areas of application for artificial intelligence in manufacturing," says Harald Müller. Ultimately, it is about autonomous factories, i.e. production halls devoid of people, in which only robots are active. These "ghost factories" are made possible by a combination of computer technology, networking, artificial intelligence, robotics and innovative manufacturing processes. According to studies, this could reduce operating costs by up to 25 percent, increase productivity by up to 30 percent and reduce error rates by up to 40 percent.

Smart Factory for more competitiveness

Despite the higher initial investment for the construction of a smart factory, where around a third of the total costs are accounted for by sensors, software and infrastructure, the construction of an autonomous factory often pays for itself within the first year of operation. This is primarily due to the significantly reduced wage bill. "In addition, the increased flexibility leads to a faster response to market changes and the higher quality level reduces rework costs, which ultimately increases customer satisfaction," says Harald Müller, outlining the competitive advantages of the new production generation.

The BWA boss clarifies: "This is not a glimpse into the distant future, but is already beginning to become reality in the form of autonomous production twins." An APT - a digital twin in production - combines real-time data, artificial intelligence and advanced networking to create a virtual representation of the production system that can make decisions and adapt processes independently. "An autonomous production twin can actively control production processes and react to unforeseen events, for example by adjusting the robot speed, optimizing the material supply, correcting errors or rescheduling in the event of material bottlenecks," says Harald Müller, giving specific examples of the benefits of using AI in production.

He summarizes: "While generative AI is a useful tool, real-world AI delivers the sustainable efficiency and cost benefits that will shape the economy and communities of the future. Companies that recognize this change early on and embed AI in their physical infrastructure will secure a decisive competitive advantage. In view of the current crisis situation in Germany, the domestic industry must not miss out on this development under any circumstances."

Source and further information: www.diplomatic-council.org/de/ki-in-der-realen-welt

This article originally appeared on m-q.ch - https://www.m-q.ch/de/real-world-ai-viel-groesser-als-genai/

The lawyer and head of the Swiss AI Platform talks to Christoph Soltmannowski in the Text Academy's AI podcast about how Swisscom is already using AI and how difficult the widespread introduction in Switzerland still is.

Swisscom is already using AI in a variety of ways: The virtual assistant "Sam" processes millions of customer inquiries independently. AI also provides support with programming, knowledge queries and network optimization. Swisscom is investing over CHF 100 million in the expansion - in Switzerland and Italy. The Swiss AI Platform runs in Swiss data centers and is primarily aimed at regulated industries such as banking and healthcare.

Hurdles slow down Swiss companies

Many companies get stuck at the pilot stage. The reasons for this are a lack of expertise, high costs and data protection issues. While international companies take a more experimental approach, Switzerland focuses on quality and security - which slows down progress but makes it sustainable. For Levy, digital sovereignty is key to reducing dependencies on foreign models and infrastructures, especially when it comes to sensitive data.

For Levy, responsible AI means transparency, fairness and security. She warns against the externalization of key social issues if we rely unilaterally on foreign models. If Switzerland is to remain independent, it needs strategies to strengthen its resilience.

Apertus as a milestone for independence

The new language model Apertus, developed by ETH and EPFL, marks a step in this direction. It takes into account all national languages, including Romansh, and is hosted by Swisscom in secure data centers. This makes it easy for companies to integrate.

Swisscom wants to shape the ecosystem. The aim is to bring AI into everyday life - through pilot projects, scaling and trust. For the future, Levy sees Switzerland in a leading role in sovereign AI: as an active shaper of a technology that gives people more time for creativity and real encounters.

This episode is also available on Spotify and on Apple Podcasts.

The video podcast "AI and Society - Paths into the New World" is produced by the Swiss Text Academy. Two episodes are released monthly, on Spotify ( https://open.spotify.com/show/4mSsEJuaShBuanBfBjoAeM?si=01b4363426db4d28) , Youtube https://youtube.com/playlist?list=PL4InE9vz-QptAjyy0QXyk6lWFKXreWEh2&feature=shared and other podcast platforms.

Only 39 % of employees feel confident in dealing with visual design, while more and more decisions are being made outside the marketing departments. As a result, brand identities are losing consistency.

Visual decisions without voting

Visual communication is no longer the exclusive domain of marketing departments. According to a survey of 598 specialists and managers, 54 % of management and 47 % of HR departments regularly decide on visual content independently and without consulting brand managers. "Every presentation, every job advertisement, every internal memo shapes the brand image - usually in an uncontrolled and inconsistent manner," warns Per Kasch, founder of Sight Effect.

Lack of confidence in one's own competence

The core problem lies in a lack of confidence in dealing with visual design. Just 39 % of all respondents consider themselves competent, and in marketing and branding teams this figure is only 50 %. Confidence in the assessment of visual impact is even lower: only 26 % feel confident in this area. This deficit costs time and efficiency. A total of 60 % report delays in content creation processes.

Internal processes remain weak

Although 46 % of respondents state that there are internal guidelines for visual design. However, only 54 % consistently adhere to them, and only 49 % rate the processes as effective. This means that almost half of all visual decisions are based on intuition rather than strategic principles - with correspondingly high risks for brand consistency.

AI as hope - and risk

A further area of tension can be seen in the use of artificial intelligence. 60 % of respondents consider generative AI to be increasingly important, but only 46 % believe that AI content meets quality requirements. "AI tools are not a panacea. They require precise control by visual experts to ensure brand consistency," emphasizes Kasch.

Dependence on external parties

The study also makes it clear that internal expertise is lacking: only 23 % believe there is sufficient expertise within the company. Many rely on external agencies, but only 45 % of those surveyed are convinced that service providers really understand their brand.

Call for further training

Most employees have already recognized the solution: A total of 82 % are dissatisfied with their knowledge and want to actively improve it. For Kasch, this is a clear signal: "Building internal visual competence through training and further education is no longer a nice-to-have, but a strategic must."

Visual competence as a competitive factor

The study also shows that at a time when millions of new AI images are created every day, visual consistency is becoming a decisive success factor. Companies that establish binding standards, professionalize processes and make targeted investments in internal skills not only secure their brand identity, but also their competitiveness.

The representative survey was conducted online in January 2025 and provides in-depth insights into the potential of visual brand communication. 598 professionals with a connection to visual communication from German-speaking and French-speaking Switzerland took part. The complete study report 

Sight Effect was founded in 2024 by renowned advertising photographer and brand specialist Per Kasch to help companies close their visual brand gap. The SightE ffect method combines strategic brand management with practical training to increase visual competence in teams. 

People who travel a lot for work cause an above-average number of minor accidents. The reasons for this have not yet been investigated in depth in Switzerland. A new study conducted by Lucerne University of Applied Sciences and Arts (HSLU) on behalf of AXA's Foundation for Prevention closes this gap and for the first time systematically demonstrates the extent to which work and time pressure, a lack of rest and an unclear safety culture in the company influence the driving behavior of professional drivers. Fatigue, distraction and time pressure are among the greatest sources of danger.

Particularly affected are occupational groups where driving is only a secondary activity - for example in the catering industry (e.g. pizza courier), in the skilled trades (e.g. carpentry or plumbing) or in the social sector (e.g. outpatient care services). "In these sectors, road safety-related training is not a focus in many places or structured prevention measures are sometimes lacking," says study director Prof. Dr. Christian Weibel. The evaluated data would show that such frequent drivers are more likely to engage in risky driving behavior. By contrast, in sectors where driving is the main activity, such as delivery services, preventive measures and programs are more widespread - and the risk of accidents is lower.

Companies have levers in their hands

The study identifies areas for action: Companies that implement clear safety guidelines, train employees and enable fair schedules can reduce the risk of accidents. An established safety culture, supported by feedback systems, training and reward mechanisms, not only improves behavior at the wheel, but also the general well-being of employees.

"We can see that targeted measures such as flexible break arrangements, occupational health management, training with gamification or the use of modern driver assistance systems can significantly reduce the risk of accidents," says Weibel. "Ultimately, fewer absences and lower accident figures also result in economic benefits," says the business psychologist. If employees are absent less often, this not only reduces the costs for companies, but also strengthens the competitiveness of the economy.

Do not view road safety in isolation

However, individual measures alone would not be able to achieve their full effect. Instead, a systemic approach is needed. "Only through a combination can safety in commuter traffic be sustainably improved," says Weibel. This enables companies to sustainably improve both the safety and well-being of their employees.

Source: www.hslu.ch

Five tips for frequent travelers

1. Consciously plan breaks: Avoid long, uninterrupted journeys. Short breaks to recover promote concentration, reduce the risk of accidents and improve your well-being.
2. Reduce stress: Recognize stress factors such as time pressure or traffic jams and use stress management strategies such as mindfulness techniques or forward-looking and realistic time planning. Make sure you have regular periods of relaxation, whether it's doing sport, spending time with family or friends.
3. Safety before speed: Excessive speed or "catching up" with delays massively increase the risk of accidents. The time saved, on the other hand, is usually modest. The aim is to arrive safely and in good health - not as quickly as possible.
4. Take your health seriously: Sleep, nutrition and mental stability are crucial for safe driving.
5. Take advantage of driver safety training: Even experienced frequent drivers benefit from regular training and courses.

Five tips for companies

1. Avoid time pressure: Realistic route planning and flexible breaks increase safety.
2. Actively promote a safety culture: Clear rules and exemplary behavior on the part of managers strengthen road safety.
3. Provide training courses: Training courses on driving technique, stress and time management increase competence.
4. Promote health: Integrate stress and fatigue management into your occupational health management.
5. Use digital feedback systems: Use digital driving data not only for fleet management, but also to promote safe driving behavior.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/arbeitsdruck-erhoeht-unfallrisiko-auf-der-strasse/

The survey pursued the same objectives as last year: To provide decision-makers with a navigation tool to understand the present, anticipate future turning points and compare their progress with that of their sector or the market.

Central results

This year's observation shows that the Swiss data and AI ecosystem is undergoing a profound transformation, with fewer pilot projects but more initiatives that have made the step to scale. 39% (28 percentage points less compared to the previous year) of organizations have moved beyond the exploration phase with identified use cases and pilot projects around generative AI. 52% (+8 percentage points) have introduced content generation assistants or modules "on a large scale".

This development goes hand in hand with a better strategic understanding:

• 62% (+25 percentage points) state that their teams have good to very good knowledge of AI concepts. The databases are also improving thanks to higher data quality and more data-oriented decision-making:
• 62% (+14 percentage points) rate their data quality as good to excellent, and 41% (+3 percentage points) see themselves as "data driven".

At the same time, expectations and potential around AI continue to rise: 74% of respondents (+5 percentage points) believe that AI can solve the company's main problems.

Nevertheless, many challenges remain and continue to hinder industrialization. For example, 70% (21 percentage points less than in the previous year) rate their ecosystem as being of low/medium maturity.

Cultural change as a hurdle

Beyond the technology, the introduction of AI initiatives requires a thoughtful approach, as Jean Meneveau, Managing Director of Colombus Consulting Switzerland, emphasizes: "AI is changing the timelines of strategies and projects at a breathtaking speed [...]. Companies are struggling to keep up with this pace. The question of method is central: it is important to launch very operational and pragmatic initiatives, but also to take a step back, choose the right technology partners [...] and stay the course, even if the roadmap can change significantly. Agility with a capital A."

Cultural change remains one of the most important hurdles to the comprehensive integration of AI. 70% of the still less committed organizations state that the main obstacle is not technical but human in nature. Ethics is also becoming an indispensable cornerstone: 70% of Swiss organizations state that they include ethical considerations in their decision-making processes on AI. However, the measures are only partially effective, according to another result of the study. This is because only 53% state that they at least occasionally take concrete measures to identify and reduce bias.

The use of AI in companies is concentrated in the areas of customer and product: 77% (-11 percentage points) of applications relate to customer-oriented areas (customer service, marketing, sales), and 75% (+8 percentage points) of applications relate to product and supply chain-related areas.

Continuous learning

Behind these findings are several lessons that remind us of the key conditions for success: Organizations that are not yet using AI show significantly less understanding of AI at the executive level, making executive education an immediate priority. Yvan CognasseSenior Director Enterprise Architects at Oracle EMEA in Geneva, recalls: "The real challenge is not what AI can do, but deciding what you want to do with it. This requires not only judgment and curiosity on the part of the decision-makers, but also commitment and the will to learn continuously. After all, they are the ones who have the responsibility to turn the promises of AI into tangible, useful, measurable and long-term beneficial effects."

Among organizations with poor data quality, 80% derive at least one tangible benefit from AI, proving that imperfect data should not hinder initiatives. The more mature an organization is, the higher its declared efficiency - underlining the importance of investing in internal capabilities. AI governance is being strengthened and now involves both business units, compliance departments and IT teams, with ethics committees increasingly validating use cases before going live.

Conclusion of the study: The initial "wow effect" must be transformed into rational use cases that are aligned with the business objectives. The initial euphoria should be transformed into a sustainable and secure introduction that creates value without succumbing to fads. There are no significant differences between industries in terms of AI's ability to solve complex problems - which shows that internal maturity and competencies are the real success factors.

Source: Colombus Consulting

This article originally appeared on m-q.ch - https://www.m-q.ch/de/schweizer-unternehmen-machen-fortschritte-bei-der-einfuehrung-von-ki/

Gendering is rarely a real challenge from a linguistic point of view - but you almost always get it wrong. You can never please everyone.

Too much, too little, too demonstrative, too nonchalant... you get everything thrown at you on the same day. Even in cases that are actually perfectly clear in terms of language and have nothing to do with the topic at all.

That a Bank a employer has nothing to do with subliminal ideology, but with grammar. Nor is there any ideology behind it if members are not gendered. Genus and gendering are not the same thing - there is no leeway with the former and too much with the latter.

Swampy grease trap

The Duden offers possibilities for gendering, but no standard. That is why we are all now gender pioneers and the Duden will hold back until something has finally prevailed on the battlefield of ideologies, so that it can then be crowned the norm.

This pioneering is exhausting and sometimes even requires imagination and adaptability (blörg), has to be constantly adjusted (argh) and discussed (oh no) and requires a strong will (long since broken). A huge, swampy, barely avoidable pit of fat. Understandably, this is too much for most people and at some point simply gets on their nerves.

So anyone who genders and makes an effort to do so is definitely doing pioneering work. And anyone who doesn't genderize definitely hasn't understood anything. Gendering should be non-ideological, of course - normal. But normality requires a standard. So, go for it, Duden.

The Kickstart open innovation program brings together 36 pioneering startups from 14 countries - including a quarter from Switzerland - working on groundbreaking technologies such as real-time deepfake detection, food systems of the future and biological age testing. Building on a ten-year track record that has seen alumni startups raise over 2.8 billion Swiss francs in capital by 2024, this year's cohort will rethink topics such as health, nutrition and technology in a profound, data-driven and consciously responsible way. Partnerships with major Swiss companies such as AXA, the City of Zurich, Coop, la Mobilière, MSD, PostFinance/VNTR, Swisscom and others make this possible.

"These are not just technical experiments. These are solutions that will shape Switzerland's competitive advantage in the coming decade," says Katka Letzing, CEO and co-founder of Kickstart Innovation. From sustainable materials and healthcare to AI-supported innovations, Switzerland offers the perfect stage for this: highly networked, quality-oriented and determined. The recently launched Swiss {ai} Weeks initiative, which Kickstart helped to initiate with its expertise, further strengthens this position.

Swiss start-ups drive global technology breakthroughs

A quarter of this year's cohort consists of Swiss start-ups. Many of them have emerged from university spin-offs and tech hubs. Switzerland is thus consolidating its role as a location for innovation and a springboard for global growth. International start-ups are also part of the program to gain a foothold in Switzerland - a testament to the country's global appeal as a dynamic ecosystem for innovation, collaboration and business growth. These include:

• Genknowme based in Lausanne, offers an epigenetic blood test that reveals biological age and stress-related changes and positions Switzerland at the forefront of global longevity medicine.
• ai based in Zurich, has developed a technology for the real-time detection of deepfakes in audio and video content - a crucial protection, as AI-generated misinformation threatens democratic processes and corporate communication worldwide.
• Meeco based in Australia, has developed a secure data exchange platform that enables individuals and organizations to access, control and share personal data and digital assets. This is done using a privacy-by-design approach and low-code tools.
• WeShop AI based in Hong Kong, offers a platform that uses AI to create product and model images for e-commerce. Users can generate appealing visuals from just one photo - without any time-consuming post-processing. The platform also enables the creation of videos from static images.
• city based in Vienna, offers an AI-supported platform that is revolutionizing environmental modelling in urban planning: Using microclimate simulations, it supports architects and urban planners in designing more sustainable and liveable cities.

Innovation in key industries

The Kickstart Innovation Program supports high-growth start-ups and scale-ups in five key areas: Health and wellbeing, finance and insurance (including cyber security), food and retail, new working environments and learning cultures, and smart urban development concepts. These fields are among the most urgent and at the same time most promising social and economic challenges and promote effective cooperation between startups, leading Swiss corporations and public institutions.

In addition to working with startups, Kickstart also supports the internal transformation of leading organizations, for example through its academy and intrapreneurship programs, which support employees from brainstorming to founding their own ventures. In addition, Mission 2050 aligns its innovation programs with Switzerland's strategic goals in the areas of the circular economy, sustainability and social inclusion, thereby strengthening an ecosystem that is both future-proof and impact-oriented.

More information: https://www.kickstart-innovation.com/

This article originally appeared on m-q.ch - https://www.m-q.ch/de/ki-gestuetzte-startups-machen-die-schweiz-zum-innovations-hotspot/

The study "The Future of Product Development - Product Lifecycle Management in Focus" reveals significant weaknesses in supply networks. The survey, commissioned by Aras, a provider of product lifecycle management and digital thread solutions, polled 656 executives from the US, Europe and Japan to find out how industrial companies are adapting their supply chains in the wake of digital transformation.

Inefficient tools in use

"Companies are keen to integrate their suppliers into digital processes. However, the reality is often different. Many still use inefficient tools that delay decisions and increase the susceptibility to errors in communication," says Jens Rollenmüller, Regional Vice President at Aras. According to the survey, 79 percent of companies share information about product design or technology with their suppliers, and 83 percent share compliance and sustainability data. However, the methods used give cause for concern: 52 percent rely on email and file sharing services, 49 percent on face-to-face meetings. Only 43 percent use digital collaboration platforms.

"Traditional methods of communication simply don't meet the demands of today's fast-paced business world," says industry expert Rollenmüller. "Companies need systems that enable the precise, seamless and secure exchange of information. Everyone involved must be able to rely on the data being up-to-date, correct and tamper-proof - and that no errors occur due to manual processing."

Digital collaboration as a competitive advantage

Nine out of ten respondents confirm that supply chain integration is central to their product lifecycle management and digital thread strategy. "An integrated supply chain not only reduces costs, but is also essential for business success in a world of increasing market volatility," explains Rollenmüller. Companies that break down data silos and exchange information in real time are better able to manage crises and meet customer needs in a more targeted manner. The early exchange of development data and strategic goals is becoming a decisive differentiator in highly competitive markets.

However, close integration also poses challenges: Companies must navigate the tension between strategic partnership and operational independence while coordinating heterogeneous IT landscapes and different corporate cultures. At the same time, the requirements for data protection and cyber security are becoming considerably more stringent as networking progresses.

PLM systems close the gap

To overcome these challenges and ensure security, Rollenmüller recommends the use of a PLM system (Product Lifecycle Management). Such a system manages product data centrally and offers network partners secure access to it. "PLM acts like an intelligent distribution node," explains Rollenmüller. "If a malfunction occurs, companies can react immediately with PLM because the data is structured and available at all times - and not buried in some email inbox." The practical benefits are obvious: "Every delay and every miscommunication in the supply chain causes direct costs in the form of production downtime, missed deadlines and angry customers. PLM gives companies the transparency they need and the tools to make quick, well-founded decisions."

"PLM creates trust in the supply network and fundamentally transforms the way companies work together," says Rollenmüller. "It eliminates time-consuming manual coordination, minimizes sources of error and strengthens operational resilience - a decisive competitive advantage in today's volatile markets.

Source: Aras

This article originally appeared on m-q.ch - https://www.m-q.ch/de/globale-industriestudie-deckt-risiken-in-liefernetzwerken-auf/

Phoenix Technologies AG, a leading provider of sovereign cloud and AI infrastructure in Switzerland, announced the availability of Apertus on its sovereign cloud. Developed by EPFL, ETH Zurich and the Swiss National Supercomputing Center (CSCS), Switzerland's first open and transparent Large Language Model (LLM) can now be deployed on Phoenix Technologies' high-performance infrastructure. This milestone strengthens Switzerland's digital autonomy and establishes the country's first end-to-end sovereign AI solution, according to the statement.

Data is completely subject to Swiss law

According to the company, for the first time, Swiss organizations in sensitive sectors such as finance, healthcare and government can use a state-of-the-art LLM without their data ever leaving Swiss jurisdiction. This approach directly addresses the critical innovation needs of organizations while mitigating the risks associated with foreign AI platforms. It provides a trusted pathway for companies looking to harness the power of generative AI while fully complying with Switzerland's strict data protection standards.

"This is a declaration of Switzerland's digital independence," said Thomas Taroni, Executive Chairman and Founder of Phoenix Technologies. "For too long, Swiss companies faced a difficult choice: either innovate with foreign AI and risk data sovereignty or fall behind. Today, this decision is outdated. By combining the Apertus model with our sovereign, high-performance infrastructure, we offer the definitive Swiss answer to AI. We are empowering entire industries to build the future on a foundation of trust, security and Swiss values."

Advanced safety functions

The technical basis of the solution combines fully open-source AI with Phoenix Technologies' enterprise-grade infrastructure. Apertus is available with up to 70 billion parameters and is characterized by its fully documented development process and multilingualism. This model runs on Phoenix's cloud platform powered by next-generation NVIDIA H100 and H200 enterprise-grade GPUs. The platform is equipped with advanced security features, including Confidential Computing, which protects data not only at rest and in transit, but also during processing, ensuring an unprecedented level of security for sensitive workloads.

Available immediately

The Apertus model can now be provided via the "AI Model as a Service" and "Sovereign LLM Serving" services from Phoenix Technologies. Interested companies can contact Phoenix Technologies for advice.

Source: www.phoenix-technologies.ch

This article originally appeared on m-q.ch - https://www.m-q.ch/de/erste-vollstaendige-schweizer-end-to-end-loesung-fuer-souveraene-ki/

On September 1, 100 years of HR experience - a good half of it explicitly in filling key human resources roles - came together to form NetExecutive GmbH.

NetExecutive: Trust. People. Impact

The name emphasizes "Net" because everything NetExecutive does is networked in many ways - based on sound development and with a view to long-term impact. "Executive" means not only individual top executives, but all levels that belong together structurally and conceptually in order to create something outstanding.

"Today, leadership needs agility instead of templates. We understand the dynamics in organizations and bring together the personalities that make management teams and family offices fit for the future," explains Daniela Conrad, founder, Managing Partner and trained executive coach.

Hans Hofmann, founder and partner: "Our network has grown, not been sought after. As a Swiss with a keen instinct, I also open doors throughout the German-speaking world that would otherwise remain closed."
Raphaela Höhn, founder and partner, emphasizes: "Quality also comes from within. A clear, consistent and resilient advisory process is the basis for clients and candidates being able to trust us."

"The transformation is technological in nature, but the solution lies with people. We understand both and bring people together to make an impact," says Roger Baur, founder and partner.

Four-person founding team with complementary strengths

- Daniela Conrad: combines systemic thinking with sound aptitude diagnostics and, as an executive coach, also inspires organizational development from the outside.
- Hans Hofmann: rooted in the media and communications landscape for decades; brings a resilient network throughout the DACH region.
- Roger Baur: combines technological foresight with hands-on innovative strength and analyzes early on which skills and leadership personalities are needed for a prosperous future.
- Raphaela Höhn: ensures internal quality and process reliability for clients, the team and everyone involved.

Why NetExecutive?

- Industry depth and breadth: particularly deep in the media, communications and strategic areas, while thinking across industries. Leadership is adaptive, business models change. Valuable impulses often come from outside.
- Network at eye level: conversations do not start with data, but with genuine interest. Access has grown organically and is being expanded in a targeted manner.
- Correct staffing comes from correct understanding: Listening, questioning, carefully analyzing and only then advising. This results in matches that work both professionally and culturally.
- Partnership instead of closure: commitment does not end with the signature. NetExecutive offers feedback, onboarding support and sparring for sustainable development.

Range of services

- Management positions at Partner, C or Group level
- Family Office appointments
- Board of directors and advisory board mandates
- Personalities with a lasting impact

Process and collaboration requirements

NetExecutive works along a clear basic structure and remains individual in its design. Sound recommendations yes, persuasion no. It pays to take your time at the beginning: those who know and trust each other thoroughly will make the right decisions more quickly. And in any case the better ones.
About NetExecutive

NetExecutive GmbH is an executive search boutique based in Zurich and active throughout the DACH region. The four-person team combines technological foresight, systemic depth and operational excellence, with a particular focus on the German and Swiss markets. NetExecutive fills leadership and key roles, accompanies organizations in transformation phases and promotes sustainable connections between people and companies.