Dealing with the topic of "customer experience" is not new in the fields of marketing, sales, communication or CRM. Nevertheless, it seems difficult to translate theoretical knowledge into practical action concepts and to apply them in a customer-oriented manner. Customer Experience focuses on each individual customer and their needs. If a brand or a company is to become indispensable for customers in today's global competitive environment, its wishes and desires must be precisely addressed. Today, customers must become ambassadors of the brand, which is achieved by emotionally charging the brand worlds.

Hardly any change in awareness of customer experience

A new study by the HWZ provides initial answers to the current state. The fact that the importance of cultivated customer relationships is high and will continue to increase strongly in the near future is undisputed. Companies from various industries in D-CH and F-CH participated in the qualitative study. In 2019, there were a total of 201 companies. A real improvement in the design of the increasingly important of the customer experience is not observable since the first study of 2017 - on the contrary: In German-speaking Switzerland, the degree of awareness even declined.

Gap between knowledge and action

"What is alarming is the large discrepancy between the recognized importance of the topic of customer experience for one's own success and the weak assessment of one's own level of awareness. Virtually all companies assume that the importance of customer experience is high and will continue to increase over the next three years. Nevertheless, the same companies certify themselves a maturity level of less than 50 out of 100 possible points," says Prof. Michael Grund, Head of Center for Marketing & Sales HWZ. "A change of perspective and a strong and systematic customer-centric orientation require a fundamental change in the company. It is therefore not surprising that 'company culture' is the main concern of companies; it has even gained importance over the years," adds Anne-Laure Vaudan, Managing Partner of nexa Consulting.

What do these results mean for 2020?

For the third year in a row, companies are putting data and technology at the center of their efforts to further develop the customer experience. The measures planned in 2020 confirm the challenges and the most important topics highlighted by the participants in the study. Consequently, the five most important measures for the next twelve months include process optimization, centralization and data use, strengthening corporate culture and developing digital channels.

More information: www.fh-hwz.ch

Nowadays, recruiters have an increasing number of methods and channels to choose from when filling vacancies. There is no standard solution, and recruitment is becoming a challenge. Regular controlling reveals whether the measures for a specific situation are showing the desired success or whether they need to be adapted. In addition, it is essential in the digital environment to quickly make corrective adjustments to the application process. Key figures are used for monitoring and control. Despite the important role that metrics play in recruiting, recruiters are still hesitant to use them.

Careerplus, a leading Swiss HR consultancy for the recruitment of qualified professionals in finance, HR, sales, construction, industry, IT and healthcare, has published a new white paper on this topic. Entitled "Who measures, wins: Recruiting key figures", the publication, which has just been published, offers recruiters a practical guide free of charge. The white paper provides an informative and clear introduction to the topic of recruiting metrics and controlling. It points out possible stumbling blocks, explains the most important key figures and explains step by step how recruiters in SMEs in particular can introduce controlling - with simple means and meaningful key figures. The white paper also contains the results of the survey on the topic as well as user-oriented tips from controlling expert Fiona-Sophie Grube. The motto is always: less is more.

The white paper "Who measures, wins: Recruiting metrics" is available as a free download: careerplus.ch/white-paper/key-figures

The JobCloud Market Insights are launched by JobCloud and ZHAW and analyze supply and demand based on several hundred thousand advertisements and millions of clicks on jobs.ch and jobup.ch, the leading job portals in Switzerland. According to the latest edition, specialists in the fields of mechanical and plant engineering, production and IT/telecommunications were particularly in demand during the period studied (2018). In German-speaking Switzerland, jobs in these areas accounted for more than a quarter of all advertised offers, and in French-speaking Switzerland for as much as a third. There was also strong demand for administrative/HR/consulting staff. There is a large number of part-time and temporary jobs on offer.

Shortage of skilled workers noticeable in engineering and nursing professions

However, not all frequently advertised professions are in demand among job seekers. In German-speaking Switzerland, for example, jobs in the construction and engineering professions, as well as in the nursing professions, receive proportionately the least attention. Jobs in the areas of security, police service, customs and rescue were in relatively high demand - i.e. the proportion of clicks on the occupational field massively exceeds the proportion of advertisements.

In French-speaking Switzerland, the shortage of skilled workers in the nursing professions is not as pronounced. There is strong demand for jobs in education and social services, which only account for a small proportion of the advertisements, but "the jobs advertised attract a great deal of interest and are clicked on relatively frequently. These professions are also attractive because they are often advertised on a part-time basis," says Davide Villa, CEO of JobCloud.

More and more temporary staff needed

Flexibility is increasingly in demand in the domestic labor market. Temporary positions are thus gaining in importance. In German-speaking Switzerland, as many as 15 percent of advertisements were for temporary positions. In French-speaking Switzerland, recruiters are relying even more heavily on temporary employment contracts: Here, these account for over 20 percent. But in both regions, interest in permanent positions is stronger than in temporary jobs. While this difference between supply and demand is only slightly noticeable in German-speaking Switzerland, the discrepancy is much more pronounced in French-speaking Switzerland.

In 2018, more temporary staff were sought than were actually employed: According to the BfS, 7.8 percent of employees were employed on a temporary basis this year.

Permanent employment is the norm, but part-time is the trend

In German-speaking Switzerland, one in four jobs is already offered on a part-time basis, but usually with an 80 percent workload. In French-speaking Switzerland, this proportion is significantly lower at just 9 percent - although part-time positions are also less in demand there. Interesting: in general, the supply and demand for part-time positions coincide very well throughout Switzerland. "The spread of part-time work has historically been driven by the increasing tertiarization of the economy and stronger presence of women in the labor market. Women have long worked part-time to a high degree. Today, the additional demand is increasingly coming from men. If a company wants to position itself as an attractive employer, part-time offerings are necessary," adds Dr. Nicoline Scheidegger of the ZHAW.

Sources: www.jobcloud.ch and www.zhaw.ch

Surprisingly, many companies are interested in using AI to better interact with customers, partners and other stakeholders - but not in making their own internal communication processes more efficient. It's a mistake that will come back to haunt them when their competitors start to outpace them in terms of efficiency. That's why it's important to be open to the existing technological possibilities and to use them to your own advantage. Against this background, the path to a modern marketing department stretches over five steps.

1st step: Inform and research

If you want to use digital helpers, you first need to get an overview of which tools are available and what purpose they serve. Ideally, the research for suitable solutions is carried out by an employee who is technology-savvy and speaks good English - even German technology providers communicate predominantly in English. It is also advisable to ask colleagues from marketing and corporate communications: Which tools do they already use? Which applications are used in other areas of the company? And can these tools also be used for their own purposes? On this basis, it is possible to create an initial longlist.

Step 2: Form task force

To ensure that the "Modern Marketing" project does not come to nothing, it is advisable, depending on the size of the company, to appoint either a permanent team or a member of staff who will be responsible for the next steps, drive the project forward and enthuse colleagues for the project. Ideally, such a team should consist not only of communications experts, but also include employees from other areas of the company. Experience shows that interdisciplinary teams deliver the best results. However, it is important that companies provide sufficient human, financial and time resources. Otherwise, the project is doomed to failure from the outset.

Step 3: Set goals (and boundaries)

Following the introductory research, an important task of the task force is to formulate realistic goals and set limits. How and to what extent marketing departments automate their communications is a highly individual decision. While the goals are usually quickly set - companies usually want to save time and gain new insights through the use of AI - it is often much more difficult to draw boundaries. Thus, with regard to ethical and moral aspects, responsible parties should consider exactly how far they want to go. Not everything that is technically possible should actually be implemented. That's why, in case of doubt, it's advisable to postpone the relevant decision and instead move straight on to the fourth step.

Step 4: Experiment

Proceeding according to the trial-and-error principle is definitely recommended when dealing with AI-based solutions and applications for process automation. The motto here is: nothing ventured, nothing gained. Many technology providers offer free trial accounts and support users in experimenting. By playing around to find out which solutions offer real added value for their needs, marketing and communications departments make a valuable contribution to securing the future viability of the entire company.

Step 5: Get started

It is certainly the case that many AI-based and automation solutions are still in the beta stage. Nevertheless, there are a number of tools that have already been tried and tested and deliver convincing results. Especially in the field of marketing and corporate communications, many processes can be made significantly more efficient through the use of corresponding solutions. With the help of voice-controlled assistants, users can not only shop, but also edit graphics and photos. Functions such as speech-to-text, text-to-speech and text-to-video make this possible. It is also possible to translate multi-page Word documents and even entire PowerPoint presentations based on AI or to record and transcribe conversations.

Tools for AI in communication

The number of digital helpers is already quite large today. What they are and what they do is revealed by the Tool Collection from Möller Horcher, which can be found at https://www.moeller-horcher.de/landingpage/tool-collection/ is available for free download. In it, the communications experts put the solutions DeepL, Wortliga Textanalyse, Amazon Polly, Trint, Cogia, Wibbitz, IOX-Bot, Parlamind and Retresco under the microscope.

About the author:
Venera D'Elia has a doctorate in German studies. Born in Russia, she has lived and worked in Germany since 2000. In 2005, she joined the communications team at Möller Horcher (www.moeller-horcher.de) in Offenbach. The mother of two is now Head of Business Development and Senior Consultant. The Möller Horcher communications agency stands for many years of experience and comprehensive know-how in PR, content marketing and lead management.

Salary level is a key criterion for job satisfaction. This is the conclusion drawn by the Salary Survey 2020 of the personnel service provider Robert Half. The conclusion is that only when the money is right can employees be enticed with additional benefits.

Salary, not benefits, as a barometer of satisfaction

"An appropriate salary makes employees feel that their performance is valued. Benefits alone are not a guarantee of satisfaction," explains Zerrin Azeri, associate director at Robert Half. "Fringe benefits, no matter how attractive, can't make up for a feeling of being underpaid." The numbers confirm that, too: For more than two-thirds of respondents (39 %) in Robert Half's latest labor market survey, salary is among the determining factors for job satisfaction. Almost one in four (22 %) have already turned down a job offer because the salary offered was too low.

Top factors for job satisfaction

"Due to the current labor market situation, it is challenging for companies to find and retain skilled workers. Employees can choose their job and therefore make their demands," Azeri emphasizes. More than two-thirds of respondents expect to be entrusted with interesting tasks. More than half hope for good teamwork in their new job. In addition, flexible working conditions are also one of the most important prerequisites for job satisfaction for half of the respondents. "Only companies that respond to these wishes and at the same time pay attention to the level of salaries have a competitive advantage in the labor market," explains Azeri. "If neither fringe benefits nor salary are right, even existing employees won't shy away from changing companies."

Work-life balance to balance stress and deadline pressure

Only a combination of good pay and additional benefits ensures satisfied employees. Swiss employees repeatedly feel that the stress level and deadline pressure at work are too high. Therefore, flexible working hours and measures that have a positive effect on the work-life balance are becoming increasingly important. "The pent-up demand in Swiss companies is high, although various programs are offered," says Azeri. "In addition to flexible working hours and health-promoting measures, continuing education programs are particularly high on the agenda. Especially among new employees, the willingness to learn and change is high. Companies should not disregard this."

Orientation for market salary ranges in the IT, finance and commercial sectors is provided by the Salary overview from Robert Half. It is based on actual agreed salaries from several thousand successful placements.

Last year HR Campus celebrated the twentieth anniversary of the company. The company has doubled in size in the last five years to 160 employees, which has significantly changed the company structure. As one of the first HR consulting firms in Switzerland, HR Campus invested in cloud technology and the rejuvenation of the company. The goal was to prepare HR Campus for the future, to further expand its successful market position in order to live the mission "Happy Employee, Happy Company" itself and to make it a reality in other companies, as it says.

Professionally accompanied generation change

Together with the University of St. Gallen, the generational change was carefully planned and prepared over several years without any time pressure. Together with the Dutkiewicz family and the management, Dr. Frank Halter drew up a comprehensive corporate succession plan. "The collaboration was exemplary and particularly gripping. At HR Campus, Swiss innovation meets Polish roots. This powerful combination is and remains the cornerstone of the successful family business," says Frank Halter. HR Campus focuses on independence and remains a true family business so that the fresh, familiar and somewhat crazy culture is preserved. The three children have also been active in the company for several years and wife Danuta Dutkiewicz has contributed a great deal to the company's development and culture as a long-time employee. The two sons Philippe and Dominik Dutkiewicz help shape the company as part of the management team and daughter Livia Dutkiewicz gives the company its face with marketing management.

Young management team takes the helm

The five-member management team, also known as the Fiveboard, is made up of two longstanding employees Simone and Daniel Burgener, as well as the two sons Dominik and Philippe and the new CEO Moritz Marti. With Moritz, a long-standing member of the management team follows in the footsteps of Marek Dutkiewicz. Thanks to ten years of corporate experience, he carries the vision of HR Campus deep in his heart. For Moritz, who studied social sciences and business administration, it is clear: "We are delighted to take on this responsible task as a young but experienced management team. With Marek Dutkiewicz as our mentor, we are consistently pursuing the course we have taken in recent years and continue to build on our unique values. The decisive factors of our success will continue to be our team spirit and each individual employee."

Set on continuity

Marek is delighted with the generational change: "HR Campus has evolved from a pioneer to a market leader over the past 20 years, not least because of the high level of personal responsibility and agility of the young guard. I am delighted to entrust my legacy to this fresh and dynamic group." Marek is retiring from operational management, but will remain part of the Board of Directors as a visionary and will advise the Executive Board as a mentor and sparring partner. The family-owned company continues to focus on state-of-the-art HR software, holistic HR services and personal HR strategy consulting. HR Campus is one of the most experienced HR consultancies in Switzerland and aims to further consolidate this position as an HR opinion leader and market leader.

www.hr-campus.ch

They have become a tradition in seven economic regions of Switzerland: the awarding of the Prix SVC by the Swiss Venture Club (SVC). This independent association of companies for entrepreneurs has set itself the goal of supporting the Swiss economy as a driving force. Every two years in the seven economic regions of Espace Mittelland, Central Switzerland, Eastern Switzerland, Zurich, Ticino, French-speaking Switzerland and most recently on November 28, 2019 in the region of Northern Switzerland, SMEs are honored that stand out for their special economic achievements. The traditionally festive and exciting event, which was hosted by Nubya and Dani von Wattenwyl, was attended by around 1,200 guests from politics, business and culture. They made the award ceremony an important meeting point for the business community in northern Switzerland.

Close decision at the Prix SVC Nordschweiz 2019

The winner of the 9th Prix SVC Nordschweiz was the timber construction general contractor Häring-Gruppe, based in Eiken, Aargau. The online retailer Brack.ch was ranked second and the IT company BSI Business Integration Systems AG third. The diploma rank is shared by Burckhardt + Partner AG (architecture), Solvias AG (pharmaceutical contract research) and Zaugg Maschinenbau AG. These six award winners were first put through their paces by the jury in a multi-stage selection process from over 100 companies. In an interview with moderator Dani von Wattenwyl, jury president Willy Gläser revealed that the final selection was a close-run thing this time. Each finalist was ranked first at least once by individual jury members; this has never happened before in this form.

Wood - the most modern building material

Christoph Häring, owner and CEO of the Häring Group, and Marc Isler, CEO of Brack.ch AG, took the stage at the end. Both were outwardly calm, but a certain tension was evident. "I can assess the situation," Christoph Häring quipped in response to Dani von Wattenwyl's question about how he felt. He said he was preparing for second place. The surprise was all the greater when SVC President Andreas Gerber read out the Häring Group as the winner... In the subsequent laudation, SVC Northern Switzerland Regional Director and jury member Bernhard B. Fischer emphasized: "The prize is also an award to Christoph Häring for his life's work. By living entrepreneurship, he has always led the Häring Group successfully - even through difficult times." Founded in 1879, the family business is now run by the fifth generation and employs 130 people. Häring develops and produces new products, processes and business models using wood as a sustainable building material. From single-family homes to high-rise buildings, from bridges to industrial buildings - both nationally and internationally. Well-known buildings include Europe's largest wooden dome for the Rhine saltworks, the "wave" at Bern's main train station, and a Buddhist temple complex in China. With the latest business idea "Attico", a possibility to equip flat-roof houses with additional floors in lightweight wood construction, the company also contributes to the trend of dense building.

Brack.ch and BSI Business Systems Integration on the podiums

Due to its nationwide fame, some in the audience had probably bet on Brack.ch AG as the winner. For Switzerland's largest independent online store, founded in 1994 by Roland Brack, CEO Marc Isler, who represented the founder who was absent due to illness, was able to accept the second prize. Bronze was awarded to the owner-managed BSI Business Systems Integration AG from Baden. The software company with a total of eight locations in Switzerland and Germany offers smart industry solutions for retail, banking, insurance and life science, which are convincing as user-friendly helpers. The company specializes in software for CRM and marketing automation based on innovative technologies.

More information: Swiss Venture Club

The shortage of skilled workers in Switzerland has increased: The situation in the professions with the greatest shortage of skilled workers has once again become more acute compared to the previous year. Companies are thus finding it even more difficult to find suitable personnel for the affected professions in 2019 than they did a year ago. "Companies are fighting for the best professionals on the market and are increasingly striving to be a top employer," adds Nicole Burth, CEO of Adecco Group Switzerland.

The ranking of skilled labor shortages also shows that in many occupations there are considerably more people looking for a job than there are vacancies advertised. However, the situation for job seekers has eased somewhat in most occupations with an oversupply of skilled workers compared with the previous year: the majority of vacancies have increased, while the number of job seekers has decreased somewhat. "In the occupations at the bottom of the ranking with an oversupply of skilled workers, job seekers are likely to continue to find it difficult to find a job and negotiate employment conditions," comments Helen Buchs of the Job Market Monitor Switzerland.

Shortage of skilled workers in Switzerland: Acute in engineering, technical and fiduciary professions

In 2019, as in the previous year, engineering occupations are in first place in the skilled labor shortage ranking. This occupational group includes, for example, civil and electronics engineers. In 2019, engineering occupations, which were ranked 3rd in 2018, have moved up to 2nd place. This occupational group includes, for example, heating, ventilation and air conditioning engineers. Computer science occupations, which include analysts and programmers, for example, ranked 4th. "For companies, the so-called upskilling and reskilling of existing or newly recruited personnel plays an increasingly important role. On the one hand, expanding existing skills is important. For example, if a company supports an electrical engineer in continuing his education to become an electrical engineer while working. On the other hand, it is essential to continuously expand the qualifications of employees on the job through training and development," emphasizes Luca Semeraro, Head of Professional Recruitment at the Adecco Group Switzerland.

In 2019, as in the previous year, there is an acute shortage of skilled workers in the fiduciary professions, which include auditors, trustees and tax consultants. Accordingly, this occupational group is in third place, and finding suitable personnel for advertised positions in this area is currently a major challenge. "Smaller companies in particular are probably currently struggling to keep up with the conditions, career opportunities and working environment of the 'Big 4'. In addition, the work-life balance is becoming increasingly important. The battle for trained professionals has intensified in the fiduciary sector," says Semeraro.

For the professions of human medicine and pharmacy, the shortage of skilled workers in Switzerland has become greater compared to the previous year, because more positions are currently advertised than in 2018. These include pharmacists and pharmacy assistants, among others. "As has been evident for some time, the number of trained medical professionals cannot keep up with the needs of our expanding healthcare system. Demographic change is progressing faster than the education and training of the necessary specialists. However, there are opportunities to make working conditions even more attractive. This is where healthcare companies are particularly in demand," comments Corinne Scheiber, Head of Professional Solutions at Adecco Group Switzerland.

Strongest oversupply of skilled workers in cleaning and hygiene and personal care occupations

Occupations with low training requirements are particularly affected by an oversupply of skilled workers. Competition among job seekers for jobs in these occupations is likely to be correspondingly fierce. "The higher the level of training and specialization, the more in demand the corresponding skilled workers usually are. It is therefore worthwhile to continuously educate oneself," adds Helen Buchs of Job Market Monitor Switzerland.

In 2019, cleaning, hygiene and personal care occupations will have the greatest oversupply of skilled workers of all occupational groups and currently occupy last place in the skilled worker shortage ranking. This occupational group includes, for example, professions in textile care, housekeepers, hairdressers and beauticians. Although the ratio of advertised jobs to job seekers is at the same low level as in the previous year, the occupational group loses one place. This is because the situation has improved slightly in the other occupations at the bottom of the ranking, where the oversupply has decreased somewhat. Nevertheless, the same occupations remain at the bottom of the rankings.

The third-to-last place in the ranking is occupied by hospitality and housekeeping occupations, such as service or kitchen staff or housekeeping employees. This occupational group dropped one rank in 2019 compared to the previous year. In contrast, construction occupations made up one place in 2019 and are now ranked 29th. This occupational group includes, for example, bricklayers, carpenters, plumbers and electricians. Here, the situation of oversupply has eased compared with the previous year, as the number of job advertisements has risen and the number of job seekers has fallen somewhat at the same time.

Skilled labor surplus also in office occupations

The professions in retail and sales (e.g. sales assistants or cashiers) are also suffering from a severe oversupply of skilled workers (fifth to last place). "In sales, for example, we are seeing a shift to online business on the one hand, and on the other hand, activities previously performed by staff are increasingly being transferred to machines in stores, currently cashiering in particular. For sales staff, this means that they have to focus on activities that are less easily substitutable, such as advising and convincing customers," comments Helen Buchs from Job Market Monitor Switzerland.

Also among the occupations with the greatest surplus of skilled workers are commercial and administrative occupations such as clerical workers, administrative officers and organizational specialists. They are in second-to-last place in the ranking. "Companies are taking advantage of the increasing opportunities offered by automation, digitalization and outsourcing. Changes in work content and techniques affect many employees in this large occupational group. Further training and specialization, especially in digital skills, are urgently needed to keep pace with the advances of digitization," comments Helen Buchs of Job Market Monitor Switzerland.

Wanted in German-speaking Switzerland: Engineers and computer scientists

In German-speaking Switzerland, the engineering and IT professions occupy the top two places in the 2019 ranking of skilled labor shortages. Compared to the previous year, engineers have successfully defended their first place, while computer scientists have made up two places and the shortage of skilled workers has become even more acute for these professions. Fiduciary professions are in third place in the ranking, down one place on the previous year.

In last place in the ranking are the cleaning and hygiene and personal care occupations, in second to last place the hospitality and housekeeping occupations, and in third to last place the construction occupations. For the latter, the oversupply of skilled workers has eased somewhat compared with the previous year and they were able to make up one ranking place.

Source: Adecco Group

The Schuler Group and its parent company, St. Jakobskellerei Schuler und Cie. AG, will have new operational management in the person of Nikolas von Haugwitz from December 1, 2019. Nikolas von Haugwitz will become Chairman of the Executive Board of the Group and the wine trading house based in Schwyz. At the parent company, he replaces Peter Delpechitra, who, after eight years as Managing Director, will be appointed to the group level, where he will assume the role of Delegate for Business Development and Strategic Projects. Nikolas von Haugwitz (*1968) has many years of broad experience in the international wine market, in the premium and top-premium segment. He has worked successfully in various management positions and at all levels, most recently as a member of the Board of Management at Hawesko, Hamburg (Hanseatisches Wein- und Sekt- Kontor Hawesko GmbH and Hawesko Holding AG).

At the same time, Schuler is also strengthening itself at a strategic level. Robert Heinzer, Chief Human Resources of the Victorinox Group and its Executive Board member, joins the Board of Directors of the Schuler Group. He is a wine connoisseur at a professional level (WSET 4 - Diploma, University of Geisenheim, Wine Academy AT). René Gut, former CEO and owner of Diwisa SA, joins the Board of Directors of the parent company. He is the owner of a consulting company with important European key clients.

Source and further information: www.schuler.ch

450 participants, executives, managing directors and managers, together with the keynote speakers, took a look at the digital future that needs to be shaped. Because "if we don't shape, we will be shaped and will have to accept various scenarios as they seem to be emerging," said host, initiator and CEO of the Swiss Leadership Forum, Stephan Isenschmid.

Digital empowerment called for

As voluntary members of the global data society, we enjoy a high level of comfort on the one hand, but also give control out of our hands. Prof. Dr. Dirk Helbing, Professor of Computational Social Science at ETH Zurich, strongly advises against this. In his opening keynote, he pleaded for a redesign of society and "digital empowerment": "By means of IoT in combination with blockchain, one could realize multidimensional real-time feedback that promotes companies and people according to (environmentally sustainable) objectives. Out of this comes a circular economy and a sharing economy that allows for combinatorial innovation, collective intelligence that strengthens democracy, and real-time multidimensional feedback that saves nature. Because we are not sustainable if we don't have a sustainable economy."

How our memory "cheats" us

Legal psychologist and artificial intelligence expert Dr. Julia Shaw gave an impressive demonstration of how memories can be manipulated. We can even remember things that never happened. Our "false memory" is to blame: "Memories are a personal simulation. That's why I recommend always writing down or recording important things, always assuming that they will be forgotten," says the author of "Deceptive Memory." This has nothing to do with "digital amnesia. Although we don't have to memorize so many things today, we do have to think in a more networked way - which is also a great memory feat.

"Innovation happens when ideas have sex"

What will life, society and the economy look like in the future? And how can we prepare ourselves for it? In his 7 theses for the future, leading futurologist and "intellectual accupuncturist" Magnus Lindkvist recommends not copying but experimenting, not resting on one's success but seeking meaning, having an "open relationship" with rules, cultivating diversity in the company, looking for creative friction and not capitulating when the first attempts fail: "Even companies like Nestlé, Twitter and Roomba had to accept failure at the beginning."

Many other highlights at the Swiss Leadership Forum 2019

Youth researcher Simon Schnetzer found out what young talent wants from their work: meaning, fun and security. Charlotte de Brabandt, 30 Under 30 Megawatt Supply Chain Star, shared insights on what makes a good leader: excellent communication and influencing skills, soft skills and emotional intelligence, curiosity, intuition, change management, and an agile and collaborative leadership style. For a new leadership away from "Command and Control", towards the authentic, inspiring leader with self, social and implementation competence encourages the author of "A strong WE starts with YOU", Jürgen Balhuber. And the strategic-empirical researcher Dr. Andreas Bausch from the Justus Liebig University in Giessen, Germany, was able to prove that the past has never been as insignificant for success as it is today, but that the CEO or CEOs have an enormous influence on the success of a company.

The next Swiss Leadership Forum

During the conference breaks and at the concluding standing dinner, participants enjoyed the stimulating exchange of ideas among like-minded people, discussed the new food for thought and engaged in in-depth conversations. The 17th edition of the Swiss Leadership Forum will take place on November 19, 2020 at The Dolder Grand Hotel.

www.swissleader.ch

I recently had the pleasure of hearing live the symphony Mozart composed after the death of his first son. I find it incredible how one can create such a masterpiece in such a short time.

Each a genius in his own field

Before you think "yes, Mozart was a genius", take a closer look at what has just been described: What exactly is so ingenious that you couldn't do it in your own field?

You may not compose symphonies, but have other things that only you can do so well (and if you don't, it's high time you acquired the expertise to do so).

Three behaviors of outstanding people

Most of the success of such outstanding people as Mozart comes precisely not from "genius" (whatever that is supposed to be), but from ways of thinking and behaving, and habits that anyone can acquire. Here are three of them:

1. Momentum. People like Mozart don't mess around with analyses of how things could and couldn't be. Instead, they get going and produce. Look around at outstanding people: they almost always build great momentum of action and results. How high is your momentum?
2. Crisis Resistance. Now not everyone will compose a symphony right after a stroke of fate. But everyone can decide (yes, that is your decision!) how to deal with setbacks. Mozart is not the only one who uses the negative energy from such events for creative works, like a judo fighter also uses the attack energy of his opponent for his own advantage.
3. Focus. Yes, outstanding success always requires a strong focus. Mozart could have done anything in all kinds of situations. But he focused on what he did best: compose. How is it with you? Are you also in your "zone of genius" most of the time?

Become like Mozart

What are your symphonies in life and in business? And how can you create more of them, also with your team? Feel free to ask this question in your leadership meeting. Your people may look at you strangely. But that is exactly what makes outstandingly successful people so little different.

P.S. If you are now wondering which symphony it is, here is the solution: Symphony No. 36 in C major "Linz".

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

Much has changed in 100 years, but something has remained the same: SNV is just as committed as ever to topics that are relevant to the future. SNV's program managers ensure that topics such as food authenticity, blockchain, energy, the circular economy or additive manufacturing are aligned with the needs of business and society.

Program managers take a look into the future

The task of the SNV Program Managers is to identify future trends and coordinate standardization projects from the outset. They organize kick-off meetings, acquire experts, explain the standardization process to interested parties, and accompany the project work of the committee, which consists of around 10 to 50 experts depending on the topic and usually meets once a year. They are responsible for stakeholder management and network relevant experts. The goal of the program managers is to overcome the silo mentality and bring the various stakeholders to the same table.

What future topics are the program managers working on? Four program managers and their supervisor talk about some of the issues they are working on and take a look into the future.

Lea Leibundgut, Program Manager Food

You are responsible for the topic of food authenticity. How long have you been working on standards in this area?
Lea Leibundgut: ISO has a technical committee that has been dealing with food since 1947. The committee and its subgroups have already published 858 standards. Since 2016, international experts within the European standards organization CEN have been working on the topic of food authenticity. In this subject area, work is being done not on a single standard, but on a whole series of standards: Each food product differs from the others in its composition. In the case of food counterfeits, one sometimes does not even know exactly what one is looking for, unlike in the case of pesticide residues or other contaminants such as metals.

What is the goal of your work?
The goal in the Food Authenticity topic area is to develop standards on methods for proving the authenticity of food. These standards are intended to create clarity and transparency about how proof of authenticity can be guaranteed. In this way, local producers can be sure that their raw materials and semi-finished products are not counterfeits, and consumers can also be sure that their "extra virgin" olive oil, for example, does not contain oil from hot pressing.

Why is your topic relevant to the future?
In the Western world, nutrition is not just about satisfying hunger. Nutrition means enjoyment and is a source of identification, such as vegetarian or vegan food. Swiss people are willing to spend more money for better quality. Moreover, counterfeit food can not only be of inferior quality, but also hazardous to health. With globalization, more and more raw and semi-finished products are coming from far away, and buyers do not know the sellers personally. Instead of blind trust, both sides want certainty that they will get what they pay for. Blockchain solutions for food traceability are also already being offered.

Where do you see the biggest challenge?
Reliable and meaningful test methods for diverse foods must be found. In addition, these test methods should be inexpensive to use.

Melanie Hasler, Program Manager Blockchain

You are in charge of blockchain. How long have you been working on standards for this?
Melanie Hasler: ISO/TC 307 Blockchain and distributed ledger technologies (DLT) was established in 2016. Since then, 43 countries have been actively involved in international standardization. Switzerland is also one of them here. 13 countries are booked into the committee as "observers". Since its foundation, the Technical Report "Blockchain and Distributed Ledger Technologies - Overview of and Interactions Between Smart Contracts in Blockchain and Distributed Ledger Technology Systems" has been published. Ten other international standards projects are currently under development. Last month, a Technical Committee (TC) on Blockchain/DLT was also established in Europe. The European committee will focus primarily on the compatibility of the new technology with the requirements of European legislation such as the General Data Protection Regulation (GDPR). The first two working groups within the TC will focus on the challenging topic of blockchain/DLT and GDPR, as well as electronic identity (e-ID). At the national level, the DLT-for-Power standardization project was launched this month. This is being led by the Swiss energy industry together with SNV and will define a "DLT-based Power Management and Accounting System." The standardization of the DLT-based communication platform is intended to enable compatibility of the various DLT applications among all players involved. Participation and collaboration is open to all interested parties.

What is the goal of your work?
Interoperability between different providers, platforms and applications is very important here. Standardization in the area of blockchain/DLT helps to ensure that producers, consumers, the economy and society have the certainty that the technology they use or develop also has a future and that it is or will be compatible with other systems.

Why is your topic relevant to the future?
With the digital currency Bitcoin, the blockchain became globally known as an embodiment of the so-called distributed ledger technologies (DLT). Hardly anyone talks about new digital business models without considering DLT and blockchain. In fact, there is great momentum in the development of new decentralized solutions based on DLT.

Where do you see the biggest challenge?
The many experts must be well coordinated, and the mission must be clear. This requires good communication.

Lukas Möhr, Program Manager Environment

How long have standards on the circular economy been in development?
Lukas Möhr: A new technical committee at ISO is ISO/TC 323 Circular economy. It was only established in 2018 and has therefore not yet published a finished standard. At the moment, the committee is carrying out preliminary work at the international level in order to be able to start drafting a standard in the near future. Experts from 58 different countries are involved.

What is the goal of your work?
In the field of the circular economy, standardization can provide an impetus to unify the various efforts. Several stakeholders start with calls or already with concrete measures against the linear economy, which increases the waste of resources. But if these are aimed in different directions, the effect fizzles out. Standardization helps to ensure that everyone is pulling in the same direction.

Why is your topic relevant to the future?
Climate change is not only a concern for the population in Switzerland, but also for people in virtually every other country in the world. Experts are looking for different approaches to reduce the impact of different living situations on the environment. One approach under discussion is the circular economy. This involves trying to recycle a product after use, either completely or at least partially, so that it can be used again or as a new raw material. The focus here is on slowing down and closing the material and energy cycles. An example of this is the durable construction, reuse or recycling of a product.

Where do you see the biggest challenge?
The topic of the environment and the circular economy in particular is on everyone's lips at the moment. Therefore, it is important that it is treated seriously and not overly strained. It should not be pushed too hard from the beginning, so that after some time the motivation decreases and the proposed solutions peter out. It should also be noted that the requirements can be introduced gradually. A too fast increase will not be purposeful. Nevertheless, it is important not to dawdle.

Barbara Guder, Program Manager Energy

How long have standards on the subject of energy and gas supply been worked on?
Barbara Guder: I manage standards projects in the energy and gas supply and service station network sectors. In these established industries, international standards have been developed and applied for decades. The subject of energy is very diverse, and standards are therefore developed in various standards committees, usually separated by energy source. For example, there is the international ISO/TC 28 Petroleum and related products and fuels, and ISO/TC 193 Natural gas. There is even a separate International Electrotechnical Commission (IEC) for the electrical energy sector. At present, the entire energy sector is in a state of upheaval. In order to achieve climate targets, today's energy system must be transformed, away from fossil fuels and toward renewable energies. This technological transformation can only be implemented with the help of standards.

What is the goal of your work?
The decarbonization of the energy system and the integration of volatile renewable energies represent a major challenge. In contrast to today's centralized system, the energy system of the future will be a decentralized, flexible and intelligent system. The traditional boundaries between the electricity, gas and heat sectors will be increasingly erased. For such an intelligent energy network to function smoothly, the diverse components and interfaces must be well coordinated. Experts around the world are developing standards for new power-to-X technologies, smart meters and sensors, and novel storage technologies. But the quality requirements for renewable energy sources such as biogas, biofuel oil and hydrogen are also being defined in standards.

Why is your topic relevant to the future?
Climate change is a global challenge, and people around the world are developing programs and catalogs of measures to prevent further global warming and reduce CO₂-emissions. Since the building sector and mobility contribute significantly to CO₂-emissions, we are trying to apply the lever here and break new ground. The energy system of the future must be thought "further" than before, and it will be much more interconnected. Electricity, gas and heat grids are moving closer together, and buildings and cars are becoming part of the future energy system. Buildings will produce electricity with solar panels, and cars will serve as energy storage or consume renewable hydrogen in a fuel cell drive.

Where do you see the biggest challenge?
Just as technologies are moving ever closer together and interdisciplinary approaches to solutions are in demand, organizations and companies must also transform themselves, form networks and enter into cooperative ventures. Away from pigeonhole thinking (silo) and towards interdisciplinary teams. This is a major challenge for the energy industry, which tends to be positioned conservatively and has hitherto operated in a strongly segregated manner according to energy sources. The markets are also regulated differently, such as the electricity and gas markets. Here, the legislature is called upon to enact new regulations in line with the market. Another challenge is that Switzerland is embedded in a European energy market (an energy network) and cannot establish isolated solutions. When it comes to the integration of renewable gases such as biogas and hydrogen into the energy grid, the national standards committee INB NK 162 "Gas" is of great importance. There are currently 20 experts on the standards committee, mainly from the trade associations. We would like to see even more representatives from industry and research. Unfortunately, Switzerland is currently only a passive observer in international hydrogen standardization. The goal for 2020 is for Switzerland to take on a more active role in standardization here and to contribute its know-how to international standardization.

Marcel Knecht, Head of Standardization and International Relations, Program Manager SWISSMEM Topics

How long have you been working on standards for additive manufacturing?
Marcel Knecht: ISO/TC 261 Additive manufacturing was established in 2011. Since then, 25 countries have been actively involved in international standardization. Switzerland is also one of them. 8 countries are each registered as observer countries in the committee. Since its foundation, 13 standards have already been published. 24 further international standardization projects are currently being developed. The majority of these standardization projects are being developed in cooperation with the US organization ASTM. At the European level, CEN/TC 439 was established in 2015. The European committee is not currently working on its own standards projects, but is contributing its expertise to ISO. At national level, the experts of SWISSMEM/NK 1261 Rapid Prototyping and Rapid Manufacturing also contribute their expertise to the ISO standards committee.

What is the goal of your work?
Additive manufacturing is still a very young technology, which is predicted to have a very bright future. In a first phase, standards on basic requirements and terminology were developed. The new standards projects now focus on the technical details such as test methods, post-processing methods or file formats. The primary goal is to improve the interoperability and comparability of products.

Why is your topic relevant to the future?
Additive manufacturing is very relevant for the future. Thanks to this material-applying manufacturing technology, it is possible to produce components with completely new structures and geometries that are not possible with conventional manufacturing processes such as milling, turning, drilling. This means that the material thicknesses and part geometries can be precisely adapted to the loads and particularly lightweight and resistant components can be produced. In addition, the process is very flexible. Highly technologized companies produce parts for prototypes within 24 hours and can thus enormously shorten the development time of new products.

Where do you see the biggest challenge?
Since there are many start-up companies active in the field of additive manufacturing, it is very difficult to explain the benefits of their involvement in standardization. In many cases, it fails due to the limited human resources of these young companies. Nevertheless, it is crucial, especially for start-ups, to keep an eye on standards projects.

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