Having meetings online via Zoom, Skype or Teams is something we've become accustomed to in recent weeks, but how does it work in applicant interviews? My 7 simple practical tips on how to make the online job interview a success:

Tip 1: Set the stage

First of all, as an applicant, I have to realize that the interviewers can only see a section of my person and the room, but very intensively, and that I can shape this section. I would choose a room and a background that matches my personality and how I want to be perceived. Even if it is technically possible, however, I would avoid artificial backgrounds such as those offered by Zoom & Co. It could give the impression that I want to hide something.

Tip 2: Align lights

The lighting, especially of my face, is also very crucial. Too bright light is just as unfavorable as light from behind, e.g. in front of a window, which makes me appear very dark in the video. I would choose the clothes that I think would suit the company and the potential job and that I would wear in a real job interview.

Tip 3: Look me in the eye

Eye contact is particularly difficult. In a "normal" conversation, it's easy to look the other person kindly in the eye, but in a video conference, the other person's "eyes" are the camera next to my screen, not the eyes I see in the video. So it comes down to not looking at the interviewer's image on my screen, but looking at the camera that is recording me. It has an irritating effect on my counterpart if I look somewhere else than at the camera.

Tip 4: Practice makes perfect

It's really not easy, especially when the interviewer asks a question and I intuitively look at the picture and not at the camera. That's why you should definitely practice talking to the camera before working with such an instrument. It is also helpful, as far as possible, to use the gallery view, in which the images of all participants are displayed as small windows, and then to move the small image of the interviewer on my screen as close as possible to the camera - then it is less noticeable if I do not look directly at the camera, but at the image of the interviewer.

Tip 5: Cheat correctly

I would also stick small post-its on which I have written down important questions or information on my screen as close to the camera as possible, so that it doesn't irritate the interviewer when I quickly look up what else I wanted to say or ask on these cheat sheets.

Tip 6: Please do not disturb

In general, it is very useful to find out which video conferencing solution will be used before the call and then to familiarize yourself with this solution beforehand. There are a lot of suitable online tutorials for this purpose. It goes without saying that you should avoid possible sources of interference in the room, but electronic sources of interference, such as vibrating smartphones or incoming emails and chat messages, should also be switched off before the conversation in order to avoid distractions.

Tip 7: Be authentic and good luck with the online job interview

Otherwise, of course, the same rules apply in an online job interview as in a "normal" interview, i.e. appear natural and competent, be well prepared, and be able to present a clear picture of yourself and your skills. And just as in a face-to-face interview, you always need that famous bit of luck that your personal fit matches the job, the team and the company.

Author
Matthias Mölleney is head of the Center for Human Resources Management & Leadership at the HWZ.

Once again this year, the Commercial Association has analyzed the GDP growth forecast by the State Secretariat for Economic Affairs SECO and the federal government's experts, as well as inflation and the associated costs for employees (price level, healthcare costs, rent, etc.). Normally, it derives sector-specific wage recommendations from this in order to counteract a loss of purchasing power and to allow employees to participate in higher productivity as well as in an increase in profitability. However, due to the Corona crisis and the current economic situation, the Commercial Association will not demand higher wages for individual sectors in 2021. Rather, it is advocating for the preservation of as many jobs as possible and the protection of incomes. It is also calling on employers to invest in strengthening the labor market skills of employees and managers, for example by providing further training. Nevertheless, companies are encouraged to grant wage increases if they have high added value and are not facing existential problems.

Jobs and wages preserved in the long term

"In view of the current difficult economic situation, it does not seem opportune for the Kaufmännischer Verband to demand higher wages across all sectors," says Caroline Schubiger, Head of Career and Consulting at the Kaufmännischer Verband. The lockdown in spring 2020 will have a negative impact on the economic situation and on the labor market, as predicted by the ETH Zurich's economic research center and SECO. It is particularly important now to secure jobs and income in the long term so that purchasing power is maintained and consumption and the economy are strengthened. "A particular challenge is to preserve jobs in industries that can expect the Corona pandemic to have a longer-term impact on the volume of work, such as air transport," Schubiger said. "If it is not possible to avoid job cuts, we will advocate for socially responsible solutions and actively support the affected employees."

Continuing education strengthens labor market skills

In today's world, learned expertise quickly becomes obsolete. New competencies such as change competence, self-organization or decision-making skills are needed to remain agile. The digitalization push brought about by the Corona crisis also shows that digital competencies, methodological, social and personal competencies are becoming increasingly important in this working world. It is precisely these competencies that the Commercial Association is focusing on in the reform of commercial apprenticeships (Kaufleute 2022). However, not only young professionals, but also experienced professionals and older employees need to develop these skills. "It is especially important now to invest in continuing education. Only in this way is it possible for employees to develop professionally and thus strengthen their marketability as well as that of the company," says Schubiger. The Commercial Association therefore calls on companies to motivate and support employees in continuing education. In other words, companies are called upon to create suitable framework conditions and a climate of trust so that further training becomes part of the professional career and working hours. In addition, employees and managers should be made aware of the importance of lifelong learning.

The Commercial Association offers comprehensive support

The Kaufmännische Verband offers employees comprehensive advice and support in matters relating to education and careers. In addition, in view of the Corona crisis, it has expanded its annual fundraising to help members who are affected by loss of income and financial bottlenecks. Members who wish to pursue continuing education but do not have the financial means to do so may also apply for financial assistance for their continuing education.

Source and further information: www.kfmv.ch

71% of executives in the EMEA economic region believe that it has added value for companies to promote employees who have a good understanding of technology through previous experience (e.g., as app or software developers) to senior positions. According to the study - which surveyed 2250 decision-makers in organizations with at least 500 employees - technologically savvy executives have a positive impact on the efficiency of the company (50%), increase the potential for innovation (40%) as well as the company's success (42%) and provide a better customer experience (37%).

Respond quickly to changing work situation

The respondents' statements are particularly interesting against the current backdrop - the survey was conducted in March and April 2020, when the pandemic in Europe was at its peak. According to the study, digital transformation - through the ability to modernize the business model using technology - makes an important contribution to companies adapting more quickly to market dynamics and changing business fundamentals. For executives, the benefits of modern applications in particular play a big role in improving their company's performance and resilience: In addition to the reliable operation of IT systems (37%), companies benefit most from modern applications that enable employees to work from home or on the road (57%). More than a third praised the ability to respond adequately to the changing work situation (39%).

No user experience without modernization

In fact, more than three-quarters (79%) of application developers and IT leaders in Europe believe that without successfully modernizing their applications, companies will not be able to deliver a superior user experience to their customers. This is confirmed by business executives worldwide: 88% of respondents to a Forrester study believe that modernizing the application portfolio will improve the user experience - and have a direct impact on revenue growth. In this aforementioned study, also commissioned by VMware and conducted by Forrester Consulting. "Improving Customer Experience and Revenue Starts With the App Portfolio." 614 CIOs and senior vice presidents from North America, EMEA and APAC were surveyed. They come from companies with more than 2,500 employees in the financial services, healthcare, telecommunications, retail and public sectors.

„CEOs should have technology in their blood if they want to succeed in the digital age"

"Never before have CEOs and executives faced so many and profound changes. Those with a technology background and who know how modern applications can help a company respond to changing market conditions - have a clear advantage. A majority of business leaders agree that technology leadership will be the key to success," said Ed Hoppitt, Director Apps & Cloud Native Platforms VMware, EMEA. "From the many millions of workers and students currently working and learning from home, to governments developing apps to track contacts in a matter of months, to banks needing to scale in the short term to provide the necessary cash flows, to enterprises and retailers looking to digital platforms virtually overnight, this pandemic has driven a decade of digital transformation in a matter of months. Critical to customer loyalty and future business success is the ability to develop crucial business apps that provide relevant information and timely and straightforward services to consumers. Executives should have technology in their blood and rely on a software-based digital platform - the recipe for success to emerge stronger in the end."

Rapid app development in high-performance companies

The study results reveal a competitive advantage from continuous development and deployment of new apps and services, as high-performing companies in Europe have a more efficient and effective app development pace: two-thirds (66%) of newly developed apps make it to production in high-performing companies, i.e., those with annual revenue growth of more than 15 percent, compared to 41% in low-performing companies. At 70% of high-performing companies, apps reach production maturity within the planned timeframe, while only 41% of low-performing companies do the same.

Source: VMware

Around 20,000 temporary workers are currently on short-time working. With the Federal Council's emergency ordinance expiring on August 31, 2020, this labor market measure will no longer be available to the industry. If the affected employees cannot be reinstated by then, their contracts may be terminated.

Industry association sounds the alarm

"It is incomprehensible why the Federal Council's emergency ordinance is not being extended until the new Covid 19 law has been passed by parliament" criticizes Leif Agnéus, president of the swissstaffing industry association. "The lack of a follow-up solution for short-time work for temporary employees unnecessarily endangers numerous temporary employment relationships at the beginning of September." Particularly tricky: Even though further, presumably regional or industry-specific lockdowns cannot be ruled out, the new law no longer provides for a short-time work solution for temporary workers. Despite public pressure, they did not send all temporary workers on short-time work across the board. Instead, they limited their applications to employment relationships with a long-term perspective, as stipulated by law and regulation. Leif Agnéus demands: "Parliament must act urgently and integrate short-time work for temporary workers into the law."

Temporary work in French-speaking Switzerland and Ticino particularly affected

The Corona virus and the lockdown have hit French-speaking Switzerland and Ticino hard, not only in terms of health but also economically. A survey by gfs-zürich among swissstaffing members shows that the number of temporary workers in these regions fell by 80 to 90 percent during the lockdown. By comparison, the number of temporary workers in German-speaking Switzerland fell by a good 40 percent. Much of the decline is not due to layoffs, but to the expiration of temporary contracts on the one hand and a lack of new hires on the other. Looking to the future, it is worrying that business activity has not yet picked up strongly across Switzerland as a whole, despite the easing measures in June. Fortunately, however, a faster recovery is emerging in French-speaking Switzerland and Ticino.

Source: Swissstaffing

w&co MediaServices, a full-service media provider for omnichannel marketing, has published results of a study on B2B content marketing. What becomes clear is: Companies must - and will - leave their comfort zone in marketing in order to address customers in a more differentiated way, raise their profile and tap into new markets. The study from Germany shows three key developments in B2B content marketing: Own content in different formats is becoming increasingly important. The demand for quality in communication for an unmistakable brand identity is increasing. And purpose-driven marketing is also gaining importance in the B2B environment.

Complex products and revenue-relevant services require extended communication

This is driven by new requirements in B2B business: B2B companies expect consulting or engineering services to account for an increasing share of total revenue over the next five years. Currently, one-third (33 %) say their main source of revenue includes both product sales and consulting. In the next five years, that proportion will be half (49 %). In other words, products will become more complex or require more explanation in the future and will be linked to value-added services that are relevant to sales. This must be reflected in correspondingly expanded marketing communications.

Internationalization poses new challenges for marketing

At the same time, sales are becoming more international: The proportion of B2B companies that generate their sales both in German-speaking countries and internationally is rising from 39 to 50 percent. In fact, for one in eight B2B companies, the majority of sales will be generated abroad in the future. "Marketing in multiple languages and regions is in itself a challenging task," says Robert Schneider, Managing Director of w&co MediaService. "In addition, critical aspects are added by regionally different legal requirements as well as the challenge of ensuring consistent brand identity despite local adaptations."

Comfort zone is left in the direction of new markets

Companies are preparing for harsher times from a currently stable business base: Today, 53 percent see themselves in a healthy competitive environment. In the next five years, 89 percent expect increased competitive pressure. It is clear that the comfort zone must be left behind: If marketing has so far been primarily about generating leads in established markets and retaining existing customers, this will no longer be enough in the future. More than today, respondents will place a strong focus on lead generation in new markets, image cultivation and brand building, launching product innovations and increasing sales to existing customers through value-added services or follow-up purchases.

Increasing demand for distinctiveness and quality in marketing

B2B companies are concerned with brand development that reaches customers - and those who are to become customers - in a variety of ways. The goal here is to position multi-layered unique selling propositions. For example, B2B companies expect the demand for distinctiveness and quality in marketing to increase over the next two years, there must be better differentiation by target group, and the relevance of purpose-driven marketing is growing. Online education - a valuable tool in customer orientation - will also become more important.

Modernization in marketing must overcome technical and organizational hurdles 

There is still some way to go to meet these requirements: Although 66 percent say that their marketing measures are coordinated in terms of timing and content, it is questionable whether these are also designed to be customer-centric: because only 43 percent say that they gear their communications to the respective phase of the customer relationship. 39 percent said that they only differentiate between new and existing customers.

In order to make a leap forward in marketing - both in terms of a convincing presence on the market and in the efficiency of implementation - the technical infrastructures must be modernized and the marketing organization must also be adapted with an eye to the future. The B2B companies surveyed consider the high technical effort as well as the costs for digital marketing, the lack of competencies in this area and the complex processes to be particularly difficult.

The hurdles mentioned relate to special competencies and infrastructures that cannot be resolved briefly via service provider projects. Rather, they require a rethinking of the outsourcing strategy - toward long-term, integrated collaboration with partners in the sense of an ecosystem.

Source: www.w-co.de

According to the latest Bisnode B&D study, more than 75,000 companies in Switzerland are facing an open succession plan. The risk of space-consuming job and know-how losses is high. The Corona pandemic has further aggravated the situation. Now more than ever, entrepreneurial spirit and the willingness to create new paths and solutions are (super)vital. This also applies to corporate succession. Against this background, succession expert Carla Kaufmann, partner at Companymarket AG and creator of the Nachfolgebus.ch initiative, has rethought the process of company succession. With the Succession Day, a new offer of the initiative, she provides SME entrepreneurs with a concentrated opportunity for personal exchange of experience and compact as well as well-founded training in "matters of succession".

Nachfolgebus.ch: Company succession from A to Z

The event will take place on September 17, 2020 from 9 a.m. to 6 p.m. at EXPERTsuisse, Stauffacherstrasse 1, 8004 Zurich. Dr. Marius Klauser, Director of EXPERTsuisse: "Company succession is a groundbreaking topic for our members and the Swiss economy and the Succession Day is THE event for it." The Succession Day program is divided into two parts. In the morning, from 9 a.m. to 1 p.m., the 15 experienced succession experts from Nachfolgebus.ch will be available to participants for free personal one-on-one discussions. The afternoon is devoted from 13.30 to 17.30 o'clock with in each case a Workshop series for enterprise salesmen and - buyers to the further training. The range of topics spans from sharing and cooperation/partnering to the "classic" sale or purchase of a company and opens up various options for SMEs to master crises and regulate succession. For the respective workshop package, consisting of seven compact sessions, a cost recovery flat rate of CHF 470 p. P. is charged. www.companymarket.ch/events.

Like Phoenix from the ashes

The ceremonial conclusion of the Succession Day will be provided by the presentation of the first "Phoenix Award for Long-Term Swiss Entrepreneurship", which will also take place in Zurich and is one of the innovations of the Succession Bus Tour 2020. This award is dedicated to corporate succession, or rather to the Swiss companies that have mastered it in an outstanding manner for the past century. They are given the stage they deserve. SMEs that have accomplished this entrepreneurial feat over such a long period of time have usually had to overcome more than one crisis and rise anew like a "Phoenix from the ashes". The focus as potential award winners is therefore on Swiss SMEs, which this year are 100 years registered in the Commercial Register are. From these companies, an expert jury and a jury advisory board with representatives from entrepreneurship, science, politics and the media select the Phoenix Award winners in the categories of

• Innovation/disruption/renewal capability
• Team performance
• Social/economic contribution

Jury evaluates company stories

The jury began its work on July 10 and will identify a shortlist of eight companies as possible award winners by August 7. The determination of the three prize winners - one company in each category - will then take place together with the jury advisory board. The jury consists of the following persons:

• Esther-Mirjam de Boer, Diversity and Inclusive Culture Strategist, CEO GetDiversity GmbH
• Marcel Dobler, Member of the National Council, co-owner and Chairman of the Board of Franz Carl Weber AG
• Prof. Dr. Uta Jüttner, Lecturer at the Institute for Business and Regional Economics IBR, Lucerne University of Applied Sciences and Arts Business Administration
• Dr. Corinne Mühlebach, Lecturer in Strategic Marketing, Strategic Management and Entrepreneurship at the FHNW Hochschule für Wirtschaft (School of Business)

The members of the jury advisory board are (Corin Ballhaus, positioning expert for SMEs, owner of Ballhaus Profiling GmbH), Armin Baumann (Managing Director KMU SWISS AG) and Thomas Berner, Editor-in-Chief of the SME trade magazine ORGANISATOR.

In 2020, as in the previous two years, the Nachfolgebus.ch initiative will also receive cantonal support from the Office of Economic Affairs and Labor of the Canton of Zurich.

More information

Let's be honest: if I had predicted to you a year ago that people from the USA would no longer be allowed to enter the EU, would you have believed me? Or that we would only be allowed on trains wearing masks? Or that it is clear that no one knows where we will stand economically at the end of the year?

Collectively versatile

Well, now we're in the middle of it - and you're probably feeling something like me: somehow it's still going ahead, sometimes not even badly. And what was unimaginable yesterday is now the new normal. And that's exactly why we as a human species have made it this far (for better or worse) despite very unfavorable physical conditions: we are collectively and consciously extremely adaptable and changeable.

Areas with potential for change

Here comes the point for you as a leader or CEO: we are good at adapting due to constraints, but we are bad at anticipating change. This is exactly the problem with any strategy implementation or culture change: if people don't FEEL the absolute need (ie: emotionally), they won't change. Here are three areas where I keep seeing enormous potential for faster and more consistent change:

1. Business models
   Corporate graveyards are full of companies that believed their business model would last for all time. Only to be swept away, often within a few years. Why is it so hard to change business models or generate new ones? I see two main reasons: First, too few know how to do it (test: ask members of your leadership team individually what business model your company is currently practicing; you will get many different answers - if any). And second, the existing is much more convenient and seemingly safer after all.
2. Winning Team Culture
   Our culture is mostly what keeps us in the comfort zone. Few companies manage to create a culture of discomfort where there is ongoing development, some of which is exhausting. You need the right mindset for that. You can work on that. Or better: you HAVE to work on it. And on an ongoing basis. In any case, I see very few SMEs that consciously shape their culture.
3. Customer loyalty
   It is astonishing that there is still considerable potential for better customer retention in most companies, even though there are dozens of books and courses on the subject. This, too, has more to do with inner attitude than with processes.

In all these areas, what you consider normal today may be obsolete tomorrow. I recommend that you continuously review these issues with your management team. This is the most important leadership task.

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

For more than four months, the world has already been in a state of emergency due to the Corona pandemic. "Only those who digitize will survive this crisis. This is roughly how Visable CEO Peter F. Schmid's seven theses on the consequences of Corona for SMEs can be summarized.

1. consequences of Corona: digitalization in purchasing and sales is accelerated

The classic, well-known and proven marketing and sales tools were suddenly no longer available. The cancellation of numerous trade fairs and the delegation of sales staff to the home office brought sales to a standstill in many companies for a short time. Without the timely, targeted use of digital tools, a large number of SMEs in Europe would have to fear for their existence. To put it bluntly, this means that only those who digitize will survive this crisis. Especially in sales, new ways had to and still have to be found to reach purchasing without a personal visit. Whether sales pitches via video call or the use of a virtual trade fair stand - the possibilities are manifold and the demand for further training is high. For example, more than 350 interested people attended our webinar to learn how to use new digital sales solutions. This was a great success and a renewed confirmation for Visable as a digital partner for SMEs in Europe.

2. trade fair as a primary sales and marketing tool is no longer appropriate

Every fourth trade fair will no longer exist after the crisis. Even before the onset of the Corona pandemic, there was a discussion about the expediency of many trade shows worldwide. In the age of digitalization, it is neither appropriate nor ecologically and economically sensible to transport complex goods such as machines halfway around the world in order to exhibit them for one or two weeks at a leading trade show. The enormous amount of travel required by exhibitors and visitors and the use of financial and ecological resources are also out of all proportion to the benefits. The preservation of the trade show industry as an end in itself should be questioned for the time after Corona.

3. special need for personal exchange and knowledge transfer

For many, the annual trade show visits are also always an occasion for exchange within their own industry. Key notes, expert panels and master classes also serve to transfer knowledge and provide inspiration. The need for personal meetings, interpersonal exchange and networking will not have disappeared after Corona - on the contrary. Conferences and summits do without the usual pressure to generate as many leads or deals as possible. They offer real added value and will be in much greater demand.

4. spending on online marketing increases massively

The marketing budget freed up by the cancellation of trade shows will now be used by many companies for tools such as SEA, content marketing and social media. According to a survey by iBusiness, more than one in four companies (27 percent) want to rely more on virtual solutions. The advantages of online marketing are convincing even in times of crisis. Reach and content can be controlled in a targeted manner. Lead generation via platforms is simple and flexible.

5. the importance of digital sourcing in Europe is growing

Many companies were forced to completely rethink their procurement strategy as a result of Covid19 or had to rely on alternative sources of supply in the short term because they lost their established supply chains. There is also a renewed focus on local, national and suppliers from surrounding markets with shorter supply routes. The harsh shutdown in the Chinese market broke proven supply chains that were established over the last 20 years with the turn to Asia. They once convinced with flexibility, diversity and favorable conditions. However, the possibility of another global economic crisis was simply ignored by most. Through digital sourcing, purchasing secures its supply chains and can react quickly and flexibly to changes caused by crisis situations. Gone are also the days when procurement relied on only one, close supplier relationship. Especially after this crisis, no one will want to become so dependent.

6. Online platforms have never been more important for Europe's B2B market

A quick overview of all available providers, acquisitions of new customers locally to worldwide, measurability of budget usage and availability 365 days a year are just some of the advantages offered by platforms such as EUROPAGES and wlw. Visable saw a significant increase in traffic in the first few weeks after the nationwide lockdown. Traffic grew by an average of more than 25 percent on wlw and 22 percent on EUROPAGES year-on-year since the start of the Corona pandemic. At peak times, growth on both platforms was even over 50 percent compared to the same week last year. The potential for the digital B2B market remains enormous. Even before Corona, the market had been growing by an average of 13 percent annually since 2013. Forecasts show that this growth trend will not change.

7. purchasing takes the key role of the company

The consequences of Corona are having an impact on the status of purchasing: What before the Corona pandemic was considered more of a shadow growth of companies has now become one of the most important pillars of a company. Due to the failure of established supply chains and supply markets such as China, purchasing has become the focus of attention and ensures the survival of the company by reacting quickly and using digital tools. It has long since ceased to be just about purchasing goods. In the meantime, it is the digitalization know-how and the strategic negotiation skills that lead to long-term success.

Source and further information: www.visable.com

Recently, International SOS, the world's leading provider of health and safety risk management services for employers and employees, published a white paper with insights on how international companies are dealing with the Covid 19 pandemic. Among other things, the information summarizes key findings from a survey regarding "returning to operations in the new normal," in which 67 experts participated. In addition, eight different experts analyzed the results and presented their own comments and best practices at a roundtable discussion via video at the end of June.

New Normal: When many things become different...

Cedrick Moriggi, Global Head of Security and Resilience at LafargeHolcim, showed how the "new normal" can look in concrete terms: He spoke directly from his home office, which was "decorated" with drawings of his children... But the seriousness of the situation began early for the globally active group: At the beginning of January, initial measures had to be taken for 17,000 employees at the Wuhan site. Subsequently, so-called "business resilience teams" were deployed in every country in which the building materials manufacturer is active. The challenge was that dealing with the pandemic was different in each country. A six-stage alarm system allowed the measures to be systematized across the Group. Cedrick Moriggi draws the following conclusions from this: The ability of industries to adapt quickly to new circumstances must be increased. And: The health of employees is more than ever a key asset. "Without healthy employees, a company is not healthy," says Moriggi.

Different industries - different challenges

As employees moved to their home offices, an additional issue arose for some companies: cybersecurity. This proved particularly challenging for a bank like Pictet, for example, as its Head of Business Continuity Management, John Dempsey, explained. Nevertheless, the increase in the proportion of home-based work proved necessary - with the inclusion of additional cybersecurity measures. Because the crisis has lasted so long, banks have to adapt to new circumstances, says John Dempsey. But he also describes the situation as "very useful for my private life.

Dealing with the New Normal

How should the "new normal" continue? Marc Vink, Head of Security at ABB, said: "It is now a matter of companies taking the lead again in implementing measures that suit them. This statement can be interpreted to mean that measures proposed by national governments often miss the mark in terms of economic reality or do more harm than good. Richard Gould, Global Head of Security & Market Safety at Philip Morris, would like to see a little more humility in the face of crises. He is skeptical about terms like "new normal. Risk managers must continue to plausibly communicate the lessons learned from crises to management. This probably means that risk management will become a central discipline in corporate management. Rob Newman, Vice President Global Security & Chief Security Officer at Firmenich, a globally active aroma manufacturer, expressed his views accordingly at the video roundtable. He says that it is now necessary to gather experience and data from this crisis and derive the necessary precautions from it.

Some key findings

Indeed, the survey conducted by International SOS revealed the following key findings:

• In the context of the post-lockdown reboot, uncertainty around the pandemic remains high. Companies need to implement agile strategies that take into account Covid-19 side effects.
• More threats to health are likely in the future. The associated so-called "infodemic" must be combated by trust in authorities, and organizations must now prepare for digitization all the more.
• Adjustments in crisis management are mandatory and must be continuously scrutinized. After-action reviews must also be conducted on an ongoing basis during a crisis.

The whitepaper with the detailed results and assessments as well as recommendations for action can be downloaded here be

Since 2016, VillageOffice has been developing regional coworking and building a network of locally anchored partner spaces - currently there are 73 spread across Switzerland. The goal: By 2030, every person in Switzerland should be able to reach the nearest coworking space within 15 minutes by bike or public transport. This is entirely in line with the "next normal": decentralized working promotes the business resilience of organizations and accelerates the transformation towards a digitalized, more sustainable and more crisis-resistant economy. Cisco's contribution is now to provide the "Digital Village" with the "most modern and secure coworking infrastructure in the whole of Switzerland" and to strengthen local structures through digitization, as it says.

Technological concept for VillageOffice

The technology partnership includes the development of a concept on how regional coworking spaces can be further developed with Cisco Meraki network technology and Cisco Webex Collaboration. In addition, Cisco is assisting with expertise. The two partners have already implemented the technology concept at MountainLab in Adelboden and tested it at the former SBB train station in Eglisau. They are currently analyzing further usage scenarios.

The technology concept includes Cisco Meraki with secure Wi-Fi connectivity based on Wi-Fi 6, high-speed Internet in collaboration with a local provider, and Cisco Webex Collaboration with HD video conferencing. "Because of the Corona crisis, companies and organizations are thinking about what everyday operations will look like in the "next normal": a balanced mix of optimized office space, home offices and coworking locations," says Joel Curado, Head of Country Digital Acceleration for the Digital Village project at Cisco Switzerland. "Coworking spaces will become even more important," says Jenny Schäpper-Uster, "Less commuting, more flexibility, clear separation of work and private life, professional work infrastructure and social exchange."

Outlook

The partnership between Cisco and VillageOffice involves other local partners in the implementation of the technological concept - in line with the cooperative's aim of establishing a strong foothold in the regions. Regional coworking promotes local value creation, increases the quality of life and relieves the traffic infrastructure.

Jenny Schäpper-Uster, co-founder and Chairman of the Board of Directors of VillageOffice, comments as follows: "In Cisco, we have found a technology partner that best meets the IT requirements of regional coworking spaces, coworkers and corporate customers - while remaining simple and secure. This allows users of VillageOffice Partner Spaces to concentrate fully on their business."

Source: Cisco. More information about VillageOffice is available here.

The BWI consulting and training institute, which recently presented itself with a new orientation, is launching a new continuing education program in project management in the fall together with the University of St.Gallen: The "CAS Project Management" prepares managers to handle challenging projects professionally using the best method in each case and to equip themselves for the future with their personality, leadership and social skills. "In the future, mastering classic, hybrid and agile project management methods will be indispensable for success," says Mike Hubmann, CAS Project Management program manager and partner at BWI. The new format concludes with a Certificate of Advanced Studies (CAS) as well as certification as a "Scrum Master" and the "Certified Project Management Associate IPMA" (Level D®).

CAS Project Management with reference to the St.Gallen Model

"The CAS Project Management covers all current topics of modern project management, from scientific basics to specific case work from practice to the handling of group dynamic situations and the building of high performance teams," explains Mike Hubmann. Project management is related to the St. Gallen Management Model in this CAS in order to close the gap with business administration. In addition, participants learn to expand their leadership role with "Positive Leadership" and how to develop "High Performance Teams" using Google's "Aristotle" project as an example. "CAS Project Management also offers participants the chance to further develop their self-reflection skills and increase their personal performance by using training forms from psychology and high-performance sports," says Christoph Müller, academic director of CAS Project Management and co-director of HBM Entrepreneurship School at the University of St.Gallen. In interactive presentations and discussions, practical applications and specific transfer exercises are discussed, concrete practical cases of the participants are analyzed and solutions are proposed. Peer groups of three to four participants each intensify the professional exchange. In addition, personal one-on-one coaching sessions to promote self-reflection and one's own development process are available on request.

Science meets practice

"The new CAS Project Management is suitable for anyone who wants to learn the latest scientific principles of project management methodology and deepen the methodological approaches - agile, hybrid, classic. The concrete practical relevance including the application to one's own projects characterize this CAS," explains Mike Hubmann, and adds: "Students learn about the success factors for the transformation of companies and experience in a practical way how they can transfer the change processes to their respective project situation." In addition, participants immerse themselves in the influencing factors of "high performance teams" and learn how to build them in a target-oriented manner. "The goal is for managers to be able to use the optimal leadership approach situationally because they know the leadership components in their project roles. This also gives them the necessary confidence in dealing with challenging group dynamic situations such as resistance and conflicts."

Early booking discount until July 31, 2020

Interested parties can benefit from an early bird discount until July 31. You need to have at least two years of experience as an employee of program or project management offices in large projects, product owner, scrum master, program manager, project manager, sub-project manager, as well as your own cases from everyday project work. The CAS Project Management comprises 6 modules of 3 days each as well as 2 days of scientific work. Finally, participants write a scientific project paper of approx. 30-40 pages in German or English. "This CAS, in combination with the certification of the International Project Management Association IPMA, proves both internally and to customers the profound knowledge of project managers on an international level. A proof of competence that offers great added value in today's professional world," says Christoph Müller.

More information

Griesser AG has been headquartered in Aadorf since 1882 and has long since established itself as one of Europe's market leaders for sun and weather protection for windows and terraces. The demolition and reconstruction of a factory building, the expansion of an existing production hall, the replacement of the existing powder coating plant, which is over 20 years old, and the installation of an automated warehouse are intended to increase productivity and improve energy efficiency. "If everything goes according to plan, we will complete the construction project by summer 2021 and then install and commission the new equipment," says Urs Neuhauser, CEO of Griesser, at the groundbreaking ceremony. The fact that Griesser is sticking to the original timetable for its construction project shows that the company is looking boldly to the future, even in times of Corona. And it is a commitment to investing in Switzerland as a place to work and thus to the philosophy of the traditional company.

From groundbreaking to commissioning

In the first construction phase, a new access road including a plant bridge to the construction site is planned. The second construction phase is expected to start in September with the demolition and new construction of the hall for the new coating line and the extension of the neighboring hall for the storage of long material. In the third construction phase, the new powder coating line will be installed in the new building and a honeycomb storage system will be built into the hall extension next door.

The rearrangement of the individual production sections and the two new plants for coating and storage provide a better material flow and higher automation. In addition, the new coating line has five chambers for pretreatment and two powder lines for coating, which reduces throughput times and at the same time increases flexibility.

In terms of energy efficiency and sustainability, Griesser's building project also scores points: "With the new building, a photovoltaic system will be implemented that will enable us to cover a good 10% of our total electricity requirements in the future," says Emanuel Kissling, Head of Product Organization at Griesser. "Together with an efficient heat recovery solution and reduced water consumption thanks to the latest technology, we will be able to significantly reduce our ecological footprint."

No interruption of production

Griesser is maintaining production operations throughout the construction period. To make this possible, parts of the production will be compressed and moved to another building. In addition, some raw materials will have to be temporarily stored off-site. The associated restrictions on production operations and internal logistics require a great deal of flexibility from employees. "However, I am confident that our well-coordinated, competent teams will be able to master the challenges of the coming period and the changes associated with the construction project in the best possible way," says Urs Neuhauser.

More information: www.griesser.ch