Switzerland is at a company formation high: For 136 years - that's how long the Swiss Commercial Register has existed - this high number of company formations has never been reached. The current year 2019 is on the home stretch to become the year of the founders.

The quarter with the highest number of start-ups in recent years

The year 2019 impresses with more company formations than ever. The analysis of the quarters shows that Q1 and Q3 / 2019 each record values. In the third quarter of 2019, with 10,109 start-ups, more than 10,000 new companies were founded for the first time in the statistically weakest quarter of the year. In the last quarter of the running year, the IFJ Institute for Young Enterprises expects more than 11,000 new start-ups. Thus, 2019 is expected to end as the year with the highest number of start-ups since the existence of the Swiss Commercial Register. The SOGC was first published on January 06, 1883.

The most popular legal forms

With 12,670 start-ups, the limited liability company (GmbH) is the most popular legal form for starting a new company. The GmbH has even recorded 3% more company formations than in the record-high comparison period Jan. to Sep. 2018. This is followed by the sole proprietorship with 10,724 formations (+3%), the stock corporation (AG) with 6,347 registrations (-1%) and the general partnership (KlG) with 997 new registrations (+3%). The analysis of the IFJ shows that 93% of all GmbH formations are founded with the legal minimum of CHF 20,000 share capital, while 85% of the public limited companies are registered with the minimum of CHF 100,000 share capital. The highest registered share capital of a limited liability company is also a record CHF 1.81 billion (Procter & Gamble International Sàrl, domiciled in Petit-Lancy GE). The highest registered share capital of an AG is CHF 425 million (company Central Real Estate Holding AG, domiciled in Zurich).

Cantonal differences in company formation high

The number of new startups increased in 15 cantons, while 11 cantons recorded declines; however, this was mainly the case in cantons with a low number of startups. Most cantons show a slight to strong increase in the number of startups compared to the previous year. The cantons with the strongest percentage growth are Appenzell Innerrhoden +34%, Glarus +15%, Nidwalden, St. Gallen and Thurgau each +10%, Bern +9%, Fribourg +8%, Vaud +7%, Aargau and Basel-Stadt each +4%, Zurich +3%, Solothurn, Graubünden and Geneva each +2% and Schwyz +1%. The cantons with percentage losses are Ticino (-8 startups) and Schaffhausen (-1 startup) with -0%, Basel-Landschaft, Lucerne and Valais -2%, Neuchâtel -3%, Jura -4%, Zug -10%, Appenzell Ausserrhoden -12%, Obwalden -14% and Uri -19%. From the perspective of the major regions, Eastern Switzerland (+7%), Espace Mittelland (+6%), Zurich and Southwestern Switzerland (+3%) in particular set positive accents. Central Switzerland recorded a decrease in start-ups compared with the same period of the previous year, with -5%.

Start-ups by industry

In terms of company start-ups, there are some sectors that are really booming in the current year. In particular, the sectors with the highest number of startups in absolute terms - trades, consulting, catering and accommodation, IT and ICT, healthcare, and architecture and engineering - are setting a very positive tone. Fewer companies will be founded in the trade, finance and insurance, and real estate sectors in 2019.

Source: IFJ Institute for Young Enterprises AG

The Forum ö is the annual meeting of the sustainable economy in Switzerland. Once a year, this event brings together leading Swiss companies and organizations with thought leaders from science, politics and consulting to discuss the opportunities and challenges of sustainable economic development. Under this year's motto "Sustainability of Business: People as Bridge Builders", thought leaders and lateral thinkers from business, science and society will discuss the opportunities and challenges of sustainable economic development on October 31. Visitors can expect exciting insights into successful, novel and sustainable business models as well as relevant topics for sustainable companies: From intrapreneurship and multistakeholder dialogues to sustainable supply chains, circular economy and reporting, sufficiency and societal innovation.

As a visitor, you have the choice. You will have plenty of time to ask the experts questions and, if you wish, to get actively involved. There will also be plenty of time to exchange ideas with the other participants. Because it's high time we got down to work together and courageously built bridges. Between companies. Between people. And that goes far beyond the Forum ö. We expect over 200 participants at this birthday event at the inspiring Gottlieb Duttweiler Institute in Rüschlikon.

www.oebu.ch/forumoe-2019

The ability of Swiss companies to change has surprisingly declined over the past two years. This is the result of the second Swiss Change Readiness Index (CRI), which was published as part of the recently published study "Success in Change" by the management consultancy Staufen.Inova. The CRI was surveyed for the first time two years ago and provides information - on a scale of 1 to 100 - about the change capability of local companies. It covers the fields of action structures, processes, management and corporate culture, as well as employees and qualifications, thus translating complex interrelationships and multi-layered information into an abstract and thus comparable value.

Less well attuned to change

Since the first survey, the index has now fallen from 63 to 59 points. This slight decline clearly shows that companies are struggling to cope with technological and economic change and still have a long way to go in preparing for the challenges of tomorrow. One reason for the surprising decline in the ability to change is the unforeseen vehemence and dynamism with which change has occurred over the past two-year period. Whereas just over half of the companies in the last survey had expected to change strongly or very strongly in the next two years, now, in retrospect, over three quarters had to recognize that they had changed strongly or very strongly during this period.

Overconfidence, regression and potential

The companies surveyed continue to rate their efforts very highly in all the fields of action covered - and tend to overestimate themselves. This perception gap is particularly striking in the case of leadership culture: At 72 points, the companies rate themselves significantly better than the actual ability to change surveyed by the study (56 points). Many companies obviously still find it difficult to actually implement modern management methods in their day-to-day operations. But there are also comparable gaps in the fields of structures, processes, and employees and qualifications.

The surprisingly strong dynamics of change have now led to many good intentions falling by the wayside since the last survey: instead of agile and flat organizations, the focus is once again on the old hierarchical, metrics-driven structures, and instead of creativity and personal responsibility, on control. This development harbors a certain potential danger, as it additionally hinders the urgently needed transformation of companies.

Majority on a good path

However, a majority of the companies surveyed are still well on the way toward an open organizational structure. The study results also show enormous differences between the companies, between pioneers and hesitants. Nevertheless, they all have room for improvement. The best way to leverage this potential, according to the clear findings of this study, is to implement lean management: this method visibly increases a company's ability to change. Compared with the 2017 study, this positive effect has even increased noticeably in 2019.

Source: Staufen.Inova

What I always notice the most in companies is. the lack of a real perspective. When I ask my typical question "what would you change immediately if you had magical powers and that change was guaranteed to work?" most have no answer at all or a very operational answer.

When big ideas are missing...

Almost no one comes up with a really great idea. At the same time, most of them work for many years in the same company and also have various suggestions for improvement (mostly for the others). What is missing is a real perspective that is worth fighting for.

The good news: we all have the ability to develop great perspectives. Most people have simply been taught it over many years. "Cobbler, stick to your last!"

Learn to dream again

To put it more theatrically, we have forgotten how to dream. And not of any castles in the air, but of achieving great goals. I wrote about this in the penultimate Success Impulse ("Why you should fly to the moon").

The good news: What you verlearns, you can also again helearn And that is one of your core tasks if you want to move anything positive together with others, especially as a leader. How to do it? Here are three ways to help:

1. Life perspective. Do you have a vision for your life or at least the next five years? Who do you want to be? What do you want to change in the world? With whom? Why? And so on. Such a vision is your north star, your direction. It guides your decisions. The less developed your own perspective is, the more you will stick to what exists, even if it is not good.
2. Awareness. Most people today are so strongly controlled by others that they no longer have an anchor point for developing a perspective that stands on solid ground. We are so busy and exhausted by all the tasks that we often simply lack the energy to develop a perspective.
3. Exercise. What you have forgotten, you have to practice to regain it. You can practice this every day. And especially with your team. Practice answers to questions like my example above. Or, "If we were starting from scratch again, what would we do differently? And why?"

So: Create perspective!

An important effect of a strong perspective is the significantly increased attractiveness on the labor market, especially for young talent. This is becoming increasingly important for most SMEs. But beware: You must also live this strong perspective credibly within the company. Lip service only does harm.

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

Initiated by Carla Kaufmann, herself a succession expert and partner of Companymarket AG, 15 experienced experts in succession planning are touring German-speaking Switzerland with the Succession Bus. From April to November 2019, they will be providing SME entrepreneurs with comprehensive information on business succession in free talks.

Guest at the Business Innovation Week

The second stop on the 2019 follow-up bus tour in the fall will be in Zurich on October 1 and 2. The Infomobile, which is unique in this form, will then make a stop at the Business Innovation
Week, KMU-Expo Hall 622, Therese-Giehse-Strasse 10, 8050 Zurich. A fitting setting, because succession and business innovation often go together. From 10 a.m. to 7 p.m. each day, SME entrepreneurs have the opportunity to obtain comprehensive information free of charge from an experienced team of experts on all aspects of business succession.

Follow-up bus tour 2019 also stops in Winterthur

On October 3, the succession bus will stop at MAXX (Kitag Cinemas) in the Kesselhaus, Zürcherstrasse 1, 8400 Winterthur, from 7 am to 12 pm. Under the motto "We present company stories and discuss realities", the 2019 Succession Bus Tour will focus even more on succession practice. To this end, in addition to the individual discussions, insights into the succession stories of a wide variety of Swiss companies will be provided by means of interviews and practical dialogues with regional SME entrepreneurs and experts with succession experience. In Winterthur, these are Désirée Schiess, Managing Director of Schiess AG and President of KMU Verband Winterthur und Umgebung, Judith Maag, Managing Director of Maag Recycling AG, and various experts from the succession bus team.

The booking of the expert talks takes place via successorbus.ch.

Under the title "Taxes in digital times" the annual conference of EXPERTsuisse took place on September 25, 2019 at the Kursaal in Bern with more than 700 participants. President of EXPERTsuisse Peter Ritter emphasized that the topic of taxes was not chosen at random: "We use our expertise to draw attention to a highly underestimated, international debate." The association's function in the public interest was also acknowledged by Minister of Economic Affairs, Federal Councillor Guy Parmelin, in his welcoming message.

New OECD plans for corporate tax

Specifically, it concerns the OECD's plans to reorganize the worldwide distribution of corporate taxes. Any tax losses could have massive consequences for the federal government, but also for cantons and municipalities. Daniela Stoffel, Head of the State Secretariat for International Financial Matters, was the key Swiss figure in these negotiations. Her presentation showed that the OECD is pursuing an ambitious roadmap and that Switzerland could soon be confronted with concrete demands. How to approach the OECD was also debated by CVP Council of States member Erich Ettlin and SP National Council member Mattea Meyer, led by moderator Patrizia Laeri.

Modernization of the Labor Code - project with broad support

The association also noted with satisfaction the development of the labor law. Last week, the Council of States decided to write off the Keller-Sutter parliamentary initiative to liberalize the recording of working hours and to focus on the Graber parliamentary initiative. The latter legalizes proven forms of work by self-determined supervisors and specialists with a special annual working time model, combined with strengthened health protection. EXPERTsuisse welcomes this decision.

The bill puts proven forms of work by self-determined supervisors and technical specialists on a legal footing. This also serves to improve the compatibility of work and family. A modern working world needs a modern labor law and companies need healthy employees. A discussion between CVP Council of States member Konrad Graber, the author of the parliamentary initiative, and SP Council of States member Daniel Jositsch, President of the Association of Commercial Employees, showed that with the "plattform. - Angestellte Schweiz", important employee associations are behind Council of States member Graber's proposal. According to Council of States member Daniel Jositsch, improved health protection in particular would bring added value to employees.

Source: EXPERTsuisse

The Swiss mobility market is growing between 4 to 5% annually. This Swiss market remains attractive and offers good opportunities for growth. In this context, the car rental and car sharing business models are merging more and more closely and will merge in a few years. A few months ago, MSS Holding already invested in a start-up that has developed a unique car-sharing platform. The goal is to automate the entire car rental and car sharing process, from booking to return, via this app technology. The credo is: "Spontaneous, simple, transparent and straightforward".

MSS Holding AG wants to further develop the Swiss market

MSS Holding AG, which stands for professional Swissness and innovative strength, wants to further develop the Swiss market in particular with the Enterprise brand. "Swiss customers also benefit abroad with Enterprise, as Enterprise is the world's leading provider of vehicle rental and mobility solutions," emphasizes Andreas Buhl, CEO of MSS Holding AG. The goal of MSS Holding AG is to unite the entire vehicle mobility value chain under one roof. "We will not position ourselves by price. Rather, the aim is to win over customers and companies who want to expand or satisfy their services and requirements with flexible mobility and customized offers, emphasizes Andreas Buhl. Further rental stations of Enterprise, now Switzerland's youngest car rental company, are initially planned in larger cities such as Zurich, Bern, Lausanne and Geneva. Due to the car sharing technology as well as the extensive partner network of MSS Holding AG, the focus will also be on a rapid but healthy expansion at further locations. Thanks to its own 24h/365 days assistance center in Dietlikon/ZH, MSS Holding AG also wants to set new standards in the area of customer service. Likewise, the expansion of electric mobility in the course of the general mobility promotion, which includes intermodal mobility, will be strived for and expanded.

New operational management

"We are convinced that we will have a massive impact on the Swiss car rental and mobility market in the coming years thanks to our innovative technologies, a flexible and simple rental process, automatic damage detection and control as well as lean and process-driven structures and group synergies, both in terms of services and costs" emphasizes Andreas Buhl.

AIL Autovermietung AG will be renamed to MSS Fahrzeugvermietung AG with immediate effect, the operational management will continue to be under the responsibility of the current Managing Director Hakan Pekin until 31.10.2019, who will resign as of 01.11.2019 and take over the management of Auto-Interleasing AG in Muttenz. On the same date, Marco Venturini, Fleet Director of Herold Fahrzeugvermietung AG for many years, will take over the management of MSS Autovermietung AG.

www.mssag.ch

Never before have we had easier and more comprehensive access to information than today. Technological development opens up countless possibilities for us to evaluate it. On what should we base important decisions? On the B for gut or better on the B for Big Data? Are instinct-based or Big Data-based decisions more successful? Is it a combination of both? Given the abundance of data, do we even allow our instincts to take over? Presentations from global experts explored these questions from a variety of perspectives. "Once again, the forum inspired me in many ways," said Lukas Braunschweiler, President of SMG and Chairman of the Board of Tecan Group.

Jinlong Wang: "Addressing happiness and emotions".

China is considered the birthplace of tea, and its tea tradition dates back to around 2700 BC. How did a Western power brand manage to turn instinctive tea drinkers into Starbucks consumers for millennia? Jinlong Wang played a crucial role in this in his role as President of Starbucks Asia Pacific and Chairman of Starbucks China. Under his aegis, the original 1017 Starbucks coffee shops tripled to 3300 between 2013 and 2018 alone. Today, Jinlong Wang applies his consumer instincts to China's private equity industry at PizzaExpress and as Managing Director & Operating Partner of Hony Capital. "To be able to bring something new in a confessed culture, you have to be able to address happiness and emotion very fundamentally."

Carsten Koerl: "Everything we work up for the fan is good for the sport".

It took Carsten Koerl just eleven years to bring his company Sportradar to a valuation of over CHF 2 billion and to bring Switzerland a "Unicorn". Sportradar analyzes more than 400,000 matches in 60 sports every year, generates around 5 billion data records from them every day and is the world's leading provider of sports data and audiovisual content. The more data available, the more simulations are possible, says Carsten Koerl: "It's amazing what decisions algorithms can make based on lots of data analysis." Although all this data can also be used to measure the performance of individual athletes, it is handled cautiously simply for data protection reasons. For Spoerl, "Everything we process for the fan is good for the sport.

Nicoletta della Valle: "Employee profiles have changed in the age of Big Data".

Nicoletta della Valle has been Director of the Federal Office of Police (Fedpol) for five years. Global, networked and digital: crime is a reflection of society. The Fedpol fights terror, mafia, money laundering, corruption or white-collar crime. Data and fact analysis has always been at the center - but today it presents itself in a digital form. Employee profiles have changed accordingly. Nicoletta della Valle is convinced that instinct is something innate, not learnable. It is crucial for survival, she says: "I can't control instinct, it happens without my head." Intuition and experience complement our talents, but what is needed above all in today's world is Brain and a flair for Big Data.

Instinct or Big Data from the perspective of neuroscience: "Using the brain and not instinct alone".

The brain has evolved over millions of years and has adapted across different situations. "Instinct sometimes plays tricks on us when it comes to financial matters, for example," says Prof. Dr. Hauke Heekeren. He earned his doctorate with honors after studying medicine at Humboldt University in Berlin and became head of the Max Planck Research Group "Neurocognition of Decision Making" at the Max Planck Institute for Human Development in 2005. Since 2009, he has been a professor of biological psychology and cognitive neuroscience at Freie Universität Berlin. Using the "Monkey Business Illusion", he showed how selective our perception is. Based on his experience in neuroscientific decision research, he recommends separating facts from feelings: "We should use the brain and not instinct alone."

Dr. Christopher E. Mason: "Our instinct is to discover".

"Moon is the proving ground, Mars is the destination" - a clear announcement by Nasa 50 years after the first moon landing. This is linked to plans for humans to walk on the moon again in 2024 and for a manned landing on Mars to be possible by 2035. No other species is as instinctively driven by the spirit of discovery as humans. "Our instinct is to discover," said Christopher E. Mason, associate professor at Weill Cornell Medicine, who researched the effects of spending more time in space as part of Nasa's recently published twin study involving astronauts Scott and Mark Kelly. The biggest challenges to Mars today are distance and radiation. To that end, Mason shows spectacular approaches to solving the medical challenges.

Rahaf Harfoush: "It takes time today for us to understand each other".

Thanks to our data traces, we are becoming transparent consumers. In her bestseller "Hustle and float " Rahaf Harfoush devoted herself to this analysis. On the subject of instinct, she explained that instinct and creativity need space and time: "Stop and listen to what you are thinking about. It takes time today to understand each other. Personal relevance is more important than general relevance." The Canadian with Syrian roots focuses her research on the impact of Artificial Intelligence, algorithms, social networks and Big Data on humanity. As think tank Red Thread, she supports institutions such as Unesco, Estee Lauder and IBM in transforming digital trends into strategic opportunities.

Fabrice Leclerc: "Putting human instinct at the center".

Fabrice Leclerc's exceptional innovative strength makes him a major partner of various Fortune 100 companies. He has led Innovation Labs for companies such as Apple, L'Oréal Prestige and Nespresso. Fabrice Leclerc's approach is clear: "If you want to innovate successfully, you have to put human instinct at the center. Because there is no stronger emotional approach than through feelings that we carry within us for millions of years." The trained veterinarian and business economist has been operating according to this principle since his time as CEO of Häagen Dazs.

Source: Swiss Management Society

At the Swiss Managed Service Provider (MSP) Cyberlink the responsibilities of Marc Chauvin (CTO and member of the Executive Board) will be distributed across several shoulders from January 2020. The respective network, cloud and security engineers will assume responsibility for the technical visions of their departments. Chauvin founds the company tamac GmbHwhich ideally complements Cyber-link's product portfolio in the areas of consulting and project management.

Chauvin founded the company tamac GmbH, with which he advises customers on issues relating to digital transformation and automation, cloud and container technologies, and the cloud native approach. He aims to accelerate the adaptation of such technologies through active involvement in internal customer projects. As part of the future close collaboration, Cyberlink will support Chauvins tamac with access to their expertise and existing customers. The first mandates will be taken on by Chauvin's company as early as the beginning of 2020. For Cyberlink, this will result in valuable feedback loops for optimizing its cloud portfolio, product development as well as opening up new customer segments. Furthermore, tamac GmbH will include Cyberlink's services in its solution portfolio.

Beat Tinner, Cyberlink CEO: "We align our development with the needs of our customers and seek the greatest possible proximity to them. With this step and the close cooperation with Marc, we can ensure this proximity and continuously develop our offer according to customer needs. Internally, we also place great emphasis on personnel development and the opportunity to develop and take advantage of career opportunities. We can also do justice to this point with the castles."

Bruno Aregger, founder and owner of APPLETREE, accompanied Ruedi and Selina Bauberger of Bauberger AG, the Swiss general contractor for industrial relocation, machine assembly and maintenance, during their company succession. In an interview with them, he shows how a generational change can be optimally successful. The second part of the video series deals with the question of when the right time has come to hand over one's company to a successor.

To be continued...

Once upon a time ... The business forum "ErfolgsSignale" in Rheinfelden presents stories of entrepreneurs who write a successful company history with special ideas, innovations and challenges. "Stories are not only exciting, but also instructive, inspiring and motivating. This is exactly what we want to achieve with our business forum," says initiator and founder Fabrice Müller, who organizes the business forum together with Michèle Dürrenberger. That's why the two organizers keep an intensive lookout for exciting speakers during the year, in order to win them over for an appearance at the Economic Forum in Rheinfelden.

Roland Brack from the "Lion's Den

At this year's business forum "ErfolgsSignale", for example, the Fricktal entrepreneur Roland Brack could be won as a speaker. Founded in 1994 as a one-man company by Roland Brack, the company has developed rapidly in the following years. BRACK.CH relied on the Internet and e-commerce at an early stage. Today, BRACK.CH AG, which is part of the Competec group of companies, generates most of its sales through its online store BRACK.CH. Roland Brack, known among others from the TV show "Höhle des Löwen", will show the path of his success at the business forum and talk about his innovations and challenges as an entrepreneur.

Success with robust garden furniture

Martin Schaffner, second-generation managing director of the company Schaffner AG in Müllheim, could be won as another speaker. The company, founded 60 years ago, has made a name for itself with its robust metal garden furniture. The down-to-earth patron likes things unpretentious. The history of the Schaffner company is marked by ups and downs. Of financial hardship and burnout. Of bright spots, loyal employees and success stories. For example, when Schaffner swept the German Brand Award 2017 in Berlin and won two prizes at once. On October 17, Martin Schaffner will reveal how he got his company on track as a patron and is also in demand internationally with his now iconic garden furniture.

The economy needs more court jesters

As a local hero with a home advantage, so to speak, Peter Haller, a trustee and entrepreneur from Magden, will enter the "ErfolgsSignale" ring. In his talk, he will argue for more court jesters and lateral thinkers in business. Why are these so important for successful entrepreneurship? And how does one become a court jester in business in the first place?

Also like a court jester, the Laufenburg artist and musician Gabriel Kramer will simultaneously put the statements and votes from the speeches on paper in the form of caricatures during the economic forum. In addition, he and Sonja Wunderlin from the "Foifer und Weggli Trionettli" will provide musical accompaniment to the event. Due to the renovation work in the Hotel Schützen, the Economic Forum will exceptionally take place in the Capuchin Church this year. The event will now begin at 5:30 p.m. with the admission and at 6 p.m. with the official program. Following the speeches, an "Apéro riche" will be served by the Hotel Schützen at about 8.15 pm. At the same time the table fair of the sponsors will take place. (EF)

Business Forum "SuccessSignals
Thursday, October 17, Capuchin Church Rheinfelden
Admission, 5:30 p.m., Start: 6:00 p.m.
Admission: Fr. 40.-, drinks and "Apéro riche" included
Info and registration:
www.erfolgssignale.ch

If you don't want to jeopardize the loyalty of your customers and avoid fines, you need to manage their information comprehensively and according to its value. An efficient data management strategy should include seven core functions:

1. Localize: First, the company must gain an overview of where which data is stored in the first place - they need a data map, so to speak. To do this, the IT manager obtains a comprehensive overview of all resources on which company data and applications are stored. This includes local resources as well as all private and public clouds. In this context, companies should check for compliance reasons whether the data center is located in the EU or a suitable third country.
2. Evaluate: The strongest approach to uniformly determine the value of data is the automatic classification of information. Modern variants of this technique use several hundred technical indicators that recognize unique content features in the data and automatically categorize them accordingly and, most importantly, without errors, using so-called tags. The technique draws on Algorithmsfrom the areas Machine Learning and Artificial Intelligence to provide the most accurate results possible. Thanks to the automatisms, it is also possible, for example, to personal data as such - an essential prerequisite for finding them in the cloud and being able to protect them better accordingly.
3. Minimize: One of the objectives of the GDPR is to regulate that companies hold less personal data overall and store it only for specific purposes. Therefore, each file should be given an expiration date according to its value and automatically deleted after a certain period of time - depending on the purpose of use. Data declared as unimportant is eliminated by the system immediately and without risk. This reduces the amount of data and lowers storage costs.
4. Protect: Actually self-evident, but important - personal data is particularly worth protecting. Companies must take measures to fend off attackers from outside and inside. If something does happen, the data leak must be reported within 72 hours.
5. Backup: If data is lost, companies are dependent on backup copies. The backup technologies used for this purpose must take into account all data sources and storage destinations in order to have backup copies ready in case of an emergency.
6. Monitor: Comprehensive data management software that constantly checks the complex storage infrastructure for irregularities is worth its weight in gold. This enables a company to detect that information has been lost due to a data leak, for example.
7. Search: It is important to be able to search specifically for certain data. The GDPR alone gives EU citizens the right to demand an overview of the data stored. Companies must provide this in a timely manner. A process and software that can quickly locate data together and delete it if necessary are essential here.