If an entrepreneur actually fails unexpectedly, the partner or the management staff is often called upon to a special degree. If an entrepreneur is no longer able to communicate, the situation becomes extremely precarious. Who can pay the wages? Who pays the rent? Who has the login data? Who has the contact to the partner banks or suppliers? Where are the original contracts stored? The questions can be extended at will. A central place, where the amount of information can be found summarized, exists in practice in very few cases and if so, where is this place?

The SME Emergency Case supports the Swiss entrepreneur for the first time with the most important preparations for a structured and central emergency planning for their own company. The SME Emergency Case contains over 100 pages with explanations and, above all, fillable forms for the entrepreneur. These can be entered, changed, saved and also printed out. The SME emergency case can be stored in a central location and only a few people need to be informed about it. In this way, the professional life's work can be secured as well as possible.

The SME emergency case was launched and developed by Oliver Aschwanden. He has been a succession expert for many years and accompanies SMEs in the succession process. The impetus for this product came from a series of experiences Aschwanden had in his private and business environment. "Especially in small companies, many responsibilities often hang on just one person," he knows. If this person fails, a company and its employees can quickly find themselves in existential difficulties. It is therefore all the more important to have a trusted person who can quickly access key information in order to ensure the company's ability to act. There are no statistics on how often such a case occurs. According to Oliver Aschwanden, however, it happens surprisingly often that the managing directors or entrepreneurs of SMEs suddenly and unexpectedly become unavailable.

The SME emergency kit is now available at www.kmu-notfallkoffer.ch.

The months of November and December mean the final spurt for Swiss small and medium-sized companies: processing orders, sending an invoice with each delivery and booking sales are now in the foreground. Massive, partly unplanned material purchases, maximum working hours and often overtime are necessary in the last quarter to serve all customers.

Many companies pay out the 13th month's salary and other bonuses with the December wages. They thank their employees with a nice Christmas event and their customers with small gifts. And all invoices with a due date of January 1, such as those from insurance companies, arrive on time for the holidays.

Gap between revenues and expenses

It all adds up to quite a bit of money! And money hardly comes in for a while: The invoices that were still sent out quickly give the customers a payment deadline until the new year, and payment deadlines are no longer strictly adhered to anyway. But the wages for the great end-of-year job, the invoices for material purchases and the costs for all the festivities still had to be paid in the old year. And most SMEs often close for the holidays until after New Year's week. That's when a gap opens up between income and expenses, eats away at the liquidity cushion and - voilà - here it is, the famous "January hole"!

How to avoid the January hole

In contrast to the waistline, the cash register is in a state of consumption in January. The start of the year after the company vacations is notoriously difficult. The room for maneuver is limited, expectations are high - the mood is one of hangover. It doesn't have to be, and here are 10 tips on how to avoid, or at least mitigate, the January slump by taking action now.

1. Financial and liquidity planning: Even a relatively simple financial plan shows the liquidity surplus or deficit on a monthly basis, even looking ahead. This does not require sophisticated software, but a simple table with income and expenses is usually sufficient. It is important to make the presentation monthly and realistic, in order to also recognize short-term bottlenecks or surpluses.
2. Cut spending: Sounds banal, but to avoid the January hole, expenses can be cut. Everything that is "nice to have" should be omitted completely the later in the year, or at least postponed to the two middle quarters.
3. Optimize revenue: Just as banal, you can try to increase revenue at the beginning of the year. Winter discounts, special promotions and stock sales help; the customers will thank you because they are usually also in the January hole.
4. Compare providers of interchangeable services: Autumn is a good time to compare the terms of interchangeable services: Insurance, energy, telephone and Internet, mobility are all monotonous products today and only the providers think it is important that we buy from them. For the typical Swiss SME, however, the offer is uniform and can be easily compared and exchanged. Cancellation in the fall and conclusion of new contracts at the beginning of the year can bring noticeable savings and welcome gifts.

Cushion the January hole

1. Steady wage payments: In order to break the end-of-year peak in salary payments, it is possible to spread the 13th month's salary over all months. Furthermore, it helps to pay the bonus only in the spring when the annual financial statements are available.
2. Check discount: "2% discount for payment in 10 days" is an annual interest rate of 72% - can the SME afford it? Do customers really pay faster because of this? Better to abolish and actively agree with customers on payment terms that are attractive for both sides - such as down payments and interim payments.
3. Supplier Credit: Conversely, the SME can try to negotiate more favorable payment terms with its own suppliers. In doing so, consider the mutual dependency and also include unusual solutions - e.g. exchange of goods instead of monetary payment.
4. Negotiate credit limits: Immediately arrange meetings with the house bank and two other banks. An overdraft limit for the current account is the ideal instrument for cushioning liquidity fluctuations and costs only if it is used; then, however, it is quite expensive. Therefore, compare offers and negotiate hard. Especially with new customers, banks are willing to do a lot that they hardly ever offer to existing customers.
5. Advance invoices: Anyone who has to make large advance payments and offer long payment terms for negotiation or industry reasons should consider factoring. Here, a financial institution, or in the case of a crowdlender several investors together, advances an outstanding invoice to a supplier for the period of time until the customer pays. Usually only up to 85% of the invoice amount is covered, but in most cases this is enough to cover material and labor costs, plugging the hole. The cost is relatively high, but it is only for a short time.
6. Rent capital goods instead of buying them: Companies whose production depends on a few large investments, such as expensive machinery or a complex building, can consider "leasing" as a financing alternative. The company selects the investment object, but the lessor then buys it and leases it to the company. The lessor then leases the asset to the company, which then pays regular payments from the benefits generated by the asset: The chicken pays for itself with the eggs it lays, so to speak. Intended for new acquisitions, existing capital goods can also be sold to the lessor and then leased back to free up liquidity quickly and effectively.

Conclusion

Regardless of whether you avoid or cushion the January hole: Good preparation and efficient execution are important. Getting advice is not a bad idea. Because the famous "January hole" does not have to be!

This article is published in cooperation with System credit (www.systemcredit.com), a Swiss fintech startup that shows SMEs simple ways to suitable financing with fair conditions, independent of providers. As participating lenders are Bank Cler and swisspeers. Click here for the offers.

On November 28, 2018, GS1 presented the Swiss Logistics Award for the 23rd time. One of the winners was the University Hospital Zurich (USZ) with its new logistics and service center in Schlieren. This not only frees up space for the overall renovation of the USZ infrastructure and saves time and money thanks to sophisticated logistics processes. With the city logistics concept, it also relieves inner-city traffic. Based on the concept of Efficient Consumer Response (ECR) and taking into account successfully practiced concepts from retail and industry, those responsible developed a reference model for hospital logistics. The focus was on standardized processes and plannable procedures with low inventory levels while maintaining high availability. The logistics and service center therefore does not primarily serve as a warehouse, but rather as a hub for the flow of materials in and out of the hospital complex. Only about 10 percent of the goods are stored. More than 20,000 items are delivered in bundles to the various USZ sites without intermediate storage. Every day, over 700 recipients in 43 clinics and directorates are thus served with more than 12 tons of material.

Unique concept in a difficult environment

The jury of the Swiss Logistics Award sees the USZ Logistics and Service Center as a unique concept for the care of patients in a difficult environment. "Healthcare, as an important cornerstone of our society, is currently experiencing an enormous push in logistics topics, which testifies to a professionalization in this area," says jury president Hans Rudolf Hauri. The USZ's solution was also convincing because the central warehouse can handle all product groups, from medical products, including sterilization, to medications from the cantonal pharmacy and foodstuffs. In addition, the ECR approach was implemented to a depth that is rather rare in the healthcare sector, says Hauri. "Last but not least, the USZ has not only created the center for itself, but also wants to open it up to other players. This holds valuable savings potential against the backdrop of ever-increasing cost pressures in healthcare."

Brändi Foundation receives award for commitment to logistics

The Brändi Foundation has been successfully integrating people with a handicap into the logistics market for years. GS1 Switzerland honors this commitment with this year's Swiss Logistics Public Award. With 15 companies and around 1800 employees, the Brändi Foundation is one of the largest employers in Central Switzerland. On behalf of the Canton of Lucerne and the Disability Insurance Fund, it offers work, training and living places primarily for people with mental disabilities, physical disabilities and psychological impairments. Nine companies of the foundation are active in logistics. The modern infrastructure makes it possible to take over entire production chains or parts of them for customers. Individual orders from industry, commerce, administration or private individuals are also possible. With the Swiss Logistics Public Award 2018, the jury recognizes the commitment of the Brändi Foundation in the integration of workers in logistics. "The integration of people with disabilities into the work process and thus into society is an important task," says Hans Rudolf Hauri. "The Brändi Foundation makes a major contribution to this." The jury is sending an important signal with the award to the Brändi Foundation, because not only the contribution of the employees in the logistics process is worthy of an award, but also the internal logistics of the institution.

More information: www.gs1.ch/swiss-logistics-award

Anyone who thought the topic of IT security was primarily of importance to large, international corporations is mistaken: A recent study shows the increasing risk of cyberattacks even in small to medium-sized companies: 80 percent of the companies surveyed were affected by an attack on their IT systems last year. Overall, these attacks increased sharply, especially those that entered the system via e-mail.

Lack of IT security culture

With many different workplace tools now in use in most companies, it is becoming increasingly difficult for employees to identify and correctly assess security risks. Strict security policies only help to a limited extent: generally, companies try to keep workflows as simple as possible - if they are complicated by security hurdles or controls, employees are more likely to try to circumvent them. To ensure that the company's safety strategy does not fail, employees must develop an awareness of safety in the workplace.

Here is the checklist for an IT security culture in the company

1. IT security starts at the top. If IT security is a top priority and respected by management, employees will also take the issue more seriously and be more likely to question their own user behavior. This connection is pointed out by a Security breach investigation in British companies. Managers need to set a good example in safety with their own behavior to provide guidance to employees and make them aware of potential safety risks.
2. Safety is the responsibility of all employees. The topic of security is not just the concern of a few, but affects the entire company. That's why every team member should be introduced to the topic. Sit down with each employee to raise awareness about the role of IT security in their day-to-day work. It's important to educate about the risks that the many different tools, content and your own user behavior can pose. Habits that have crept in over time and are problematic for the security of the company can thus be identified and changed.
3. Context is the key. Safety does not seem to be directly relevant to all employees. Nevertheless, it is important to involve all departments - this is the only way to create a safety culture for the entire company. In order to make employees from different teams aware of the specific situations in which the topic of safety is relevant, practical examples from their everyday work can be helpful.
4. Choose Head-Ofs. The IT team cannot assume responsibility for a company's entire security strategy. Therefore, employees from the various departments should be designated to act as a link between IT and the respective teams. They are closer to the day-to-day decisions and have a more detailed understanding of the workflows, or are directly responsible. Specially appointed security officers in each team can better support decision-making on the ground.
5. Safety training is a continuous learning process. Holding a one-hour training session for employees once a year is often enough to meet compliance requirements - but this is not the way to build a sustainable safety culture. In order to anchor a new understanding and awareness of safety among employees, it is important to also address the topic in regular meetings in the long term. Here, you can also think about incorporating playful elements and organizing a quiz in between, for example.

Conclusion: No technology can replace a safety culture in the company

Even though developers are constantly providing new security measures for business applications and tools, even these cannot prevent an increased risk due to incorrect user behavior. Therefore, it is central to create an awareness of IT security in the company that encompasses all departments from management to employees. Only when everyone pulls together can an IT security culture emerge that protects the entire company from cyber attacks.

About the Author:
Morten Brøgger is the CEO of Wire. Wire is a secure communication and collaboration platform. Business chats, conference calls, and file sharing - all content is protected by end-to-end encryption.

At the heart of Arnold Weissman's presentation is the observation that, firstly, digitization affects all companies, and secondly, that it has far more to do with leadership than with technology. This requires an understanding of leadership and practical leadership that will have to reinvent itself over long distances. Arnold Weissman explains why this is so and what this leadership could look like in the following interview.

Digitization is mainly seen as a technological challenge. What role does leadership play here?
Digitization will radically change the economy and society. Knowledge is available everywhere, technology enables radically changed business models. Times of major change need strong leaders who accompany people through these changes, which can also be associated with considerable pain. The greater the upheaval, the more important strong value-based leadership becomes. Understood in this way, leadership is right at the heart of digital transformation.

When we talk about digital leadership. What does leadership mean to you, and what is digital about it?
To me, leading, or leadership, means "lifting others up," enabling people to reach a higher level. Leadership means being "in resonance" with people. In a digitalized world, where people work when, where and with whom they want, the "old" control is lost and must be replaced by a culture of trust. Trust is the central prerequisite for being able to manage the complexity created by digitization.

Change and leadership are nothing new. Why should digital transformation require a different (new) leadership?
Probably the oldest book in the world is the Chinese wisdom book I Ching, the Book of Changes. Heraclitus, the pre-Socratics, spoke of Panta Rhei. Everything flows, everything is in motion, everything changes. Change is certainly not a privilege of our time. What digitization has changed, however, is the speed of change. In the world of Industry 1.0 to 3.0, systems could be mastered, traditional hierarchies were suitable organizational patterns. In the networked, virtual, digital world, however, these systems are becoming more and more superfluous, even counterproductive. So we definitely need new leadership if we want to successfully shape the digital transformation.

How must leadership be practiced in a digital company and how does it differ from conventional leadership?
When framework conditions change ever more rapidly, systems lose stability. Decisions have to be made under high uncertainty. And, they have to be made quickly. This requires networked, self-learning, agile structures in which managers behave like entrepreneurs in the workplace. They must take responsibility and carry this culture of delegating responsibility throughout the organization.

What do entrepreneurs and managers in SMEs have to change in their leadership behavior in order to successfully shape the digital transformation?
Basically, it tends to be easier for entrepreneurs in SMEs, because they are naturally much faster and more agile than the large corporations with their bureaucracies, simply because of their size and personal proximity. There, the motto is "Teaching Elephants to Dance!" In my view, SMEs have every chance of mastering the digital transformation, of shaping it, if they reflect on their natural strengths. More than ever, in the digital world, it is not the big ones who win against the small ones, but the fast ones against the slow ones!

What are the particular challenges in owner-managed SMEs when it comes to leadership in the digital transformation?
Some owners still see themselves as patrons, where all decisions are made. After all, the owner also bears the financial, entrepreneurial risk. But if owners don't understand how to delegate responsibility, they have the same problems as large companies.

What role do the owners themselves play in the digital transformation of their companies?
They need to be at the forefront of change and make digital readiness a top priority. And they must accept that they need support for this, both internally and externally. For many, digital transformation will be the biggest change in their company's history. Banks, insurance companies, wholesalers and retailers, suppliers and even IT and tech companies. They all face the task of having to transform their business model and their company to make it fit for the future. In some areas, people are already talking about the "Amazonization" of markets. Owners need the courage to pursue their own transformation - and, as "first movers," they must strengthen their own employees, take them along, and accompany them.

What are the main mistakes you see in practice when the digital transformation doesn't really work out?
Many people make the mistake of viewing digital transformation solely as a technological challenge. But it is above all a cultural challenge. Even if the strategy and business plans are in place, implementation is by no means assured. As Peter Drucker says so well: "Culture eats strategy for breakfast. Digital transformation is more of a cultural challenge than a technological one. And now comes the problem: Managing culture is like trying to nail a pudding to the wall! For traditionally minded managers, this is of course a particular challenge, to accept that culture is not only so important, but also that it can only be shaped and changed by leading by example. And this takes time - despite all the speed of change. A really difficult challenge for impatient managers.

Finally, can you tell us a few keywords about your presentation on January 14, 2019 in Baden?
My aim is to show what changes are (likely) to come our way and how we can best learn to deal with them. We will talk about how we really put the customer at the center (Customer Centricity), how we need to adapt our business models, what this means for our organizations - and how we manage to bring the people who work in our companies along on this journey.

Event Note
Arnold Weissman will be speaking on Digital Leadership and the Art of Leading in Digital Transformation on Monday evening, January 14, 2019 at Focus on Future in Baden. More info and registration at https://www.focus-on-future.ch/veranstaltungen/digital-leadership/

About Arnold Weissman

Prof. Dr. Arnold Weissman founded the renowned consulting and training company the WeissmanGroup in 1987, which was awarded the "TOP CONSULTANT" quality seal in 2017 for its high level of expertise and consulting management for medium-sized businesses. The WeissmanGroup is internationally positioned, with offices in Nuremberg, Innsbruck, Zurich and Lana. Prof. Dr. Arnold Weissman also teaches business management especially for family businesses as well as marketing at the OTH (Ostbayerische Technische Hochschule) Regensburg, is head of the competence area for strategy at the Zurich International Business School (ZIBS) and external lecturer at the Zeppelin University in Friedrichshafen. He is also the author of numerous knowledge books and practice-oriented articles. As a sought-after speaker, he speaks at more than 120 events annually.

Blockchain is the subject of much discussion, and not just in specialist circles. More and more companies are looking into the digital technology and working on initial applications. For experts, blockchain technology has a similar revolutionary potential as the Internet. But what exactly is blockchain? What does a company have to pay attention to when implementing a blockchain application and how does financing via Initial Coin Offering (ICO) work? These and other questions were the focus of the Blockchain for Business (B4B) forum held last Thursday, November 22, in St. Gallen. Speakers from science and practice told the more than 100 participants about their experiences with the promising "technology of the future" and gave tips for a possible implementation. The moderator was TV journalist Reto Brennwald, and the event was organized by the Institute for Corporate Management at the University of Applied Sciences St.Gallen IFU-FHS.

Properties can create trust

"Blockchain can be described as a distributed transaction database," said Professor Ernesto Turnes, director of the FHS Center of Excellence for Banking and Finance, in his opening remarks. He identified availability, ownership, immutability, auditability and scalability as the five requirements for a transaction system. Trust can be established via these requirements and how they are achieved, such as through cryptography or hashing, he said. With regard to tokens, i.e. the tokens that are sold in ICOs, Ernesto Turnes sees "enormous potential" above all in investment tokens or asset or security tokens. They represent assets such as shares, bonds or real estate.

Roger Bigger, co-founder of Crowdli AG, a platform for real estate crowd investments, and managing owner of Azemos Group, shared the same opinion. "Security tokens can fundamentally revolutionize the fund world," he said. "They create entirely new concepts of investing: improved participation, greater flexibility and lower costs." But, he added, they are also much more complex to understand. And this is where Roger Bigger sees the big challenge: "Explaining this to a broad audience is difficult."

Attorney Thomas Müller of Walder Wyss Attorneys at Law in Zurich classified the legal qualification of the tokens, which is quite complex and somewhat different depending on the token. He described the secondary market as a major problem: Some of the tokens could only be used to a limited extent and the National Bank currently has "zero interest" in a digital franc.

Optimize processes, save costs

The n'cloud.swiss AG, a provider of cloud computing solutions, relied on blockchain at the beginning of 2018 and carried out an ICO. The next ICO is to follow as early as next year... According to Chief Marketing Officer Pascal Dossenbach, blockchain is suitable for "those companies that want to offer a product or service for which there is also a market". For him, it is important to have "serious planning with realistic goals" and an "ICO whitepaper that comes across like a business plan to convince investors".

For Pascal Egloff, lecturer and project manager at the FHS Competence Center for Banking and Finance, "needs not every company has to have a blockchain, it has been possible without one". But almost every company could use the technology. "The only question is whether it's worth it," he said. Blockchain often serves as a catalyst for thinking about digitalization, he said. Ulrich Schimpel, CTO Europe Team & IBM Research, Zurich, has a similar view: the blockchain solution only brings something where it is better than the existing process. However, if the new technology is then applied, processes can be optimized and costs saved. Today, blockchain is not only used in banking, but also in healthcare, insurance, logistics and sales.

An underestimated technology

Vitus Ammann spent years in Zug's Crypto Valley and is now a Digital Transformation consultant at SBB. In the expert panel, he said, "We are still at the very beginning with blockchain technology, about where we were with the Internet in 1995." He has high hopes for the technology, with comparable effects on the economy and society as with the Internet. Nick Beglinger, CEO of Cleantech21 Foundation, and Roman Schnider, Head of Audit Blockchain Clients at PwC Switzerland, have a similar view. "Blockchain is still greatly underestimated today," said Nick Beglinger, and Vitus Ammann believes that in ten years, securities will already be largely traded via tokens and no longer via the existing systems. Will banks still exist at all then? "I think so," said Roman Schnider, "but their remit is likely to shift." For Stefan Jeker, head of Raiffeisen St.Gallen's innovation lab, one of the big challenges of the future is to think in ecosystems and beyond processes. "Blockchain technology will change our lives, allowing us to focus on what makes our lives worth living."

www.fhsg.ch

More information:
With all the developments surrounding blockchain, it is difficult to keep track of everything. That's why Ernesto Turnes and Pascal Egloff from the Institute of Corporate Management IFU-FHS have written a textbook entitled "Blockchain for Practice. Cryptocurrencies, Smart Contracts, ICOs and Tokens." At the same time, they offer customized presentations as well as company-specific workshops and have organized the Blockchain for Business (B4B) forum.

Many companies lack digital competence not only at management level, but above all at board level. Especially there, the selection of "digital first" thinkers is very small to non-existent. With the newly launched "Digital Board Academy," members of the board of directors will be able to further educate themselves in two evening modules on digital topics such as data exchange, big data, digital strategy, cyber threats and the development of smartphone technology. The course will be offered in Zurich, Bern and Basel as a first step.

Burning issue of digitization

The program was launched by Maurice Nyffeler and Dominic Lüthi. Nyffeler is a transformation expert with a focus on business and culture. Lüthi initiated the first digital mediation platform for boards of directors, foundation boards and advisory boards (f/m) in Switzerland. Based on this professional background, they have recognized that digitization/digital transformation is a burning issue for most SMEs, but one that is often neglected due to ignorance or lack of understanding and, in the worst case, can have a negative impact on a company's future prospects.

Says Dominic Lüthi: "Our goal was to develop a course that would give board members enough know-how to include digitization in the development of long-term corporate strategy. With this knowledge, board members also become more effective for companies and more attractive to the market." Maurice Nyffeler also points out another point: "Digital transformation not only brings technological challenges, but also demands holistic development from a cultural perspective. This is a major challenge for many company managers, which we also address in Digital Board Academy."

Board members must not miss the boat

Digital transformation can offer SMEs in particular great opportunities, which is why it is important that they do not miss the boat on the digital future. Because digital transformation is more than just "digitization": It affects not only technology, but also organization and business. It has come about through the convergence of three developments called SoLoMo, where So stands for Social, Lo for Local and Mo for Mobile. Social refers to the ability to exchange large amounts of data in real time, independent of location and time. Local refers not only to GPS, RFID chips, etc., but also to the immersion in large amounts of data ("Big Data"), while Mobile deals with the breathtaking development of smartphones.

The first modules of the Digital Board Academy have already been held. The excellent feedback shows that although many companies are concerned about the topic of digitization, the topic has not yet arrived everywhere at board level.

More information: www.digitalboardacademy.com

Holger Schultes is COO/CIO of the Bellevue financial services group. This group of companies includes Bank am Bellevue AG and Bellevue Asset Management AG with various locations worldwide. Information technology is operated centrally from the headquarters in Küsnacht. Holger Schultes is responsible for the smooth functioning of the IT of the Bellevue Group as well as the back office of Bank am Bellevue. It was also he who came across the right solution to eliminate a persistent grievance in the management of meeting rooms.

Manual management no longer up to date

Always looking to increase efficiency, the somewhat hand-tied meeting room management in the Zurich property caught Holger Schultes' attention: "In January 2018, we moved into a new building on Rennweg. On one floor, there are exclusively meeting rooms. At that time, the administration of the rooms ran completely manually. Daily printouts were created from the Exchange calendars and pinned to the meeting rooms. On the one hand, this was no longer up to date, and on the other hand, the meeting culture suffered as a result. It was not uncommon for reservations to be forgotten or not to work properly. For me, there's nothing worse than having to barge into an occupied meeting room with a visitor." So an automated solution was needed.

Convincing solution found

The CIO was looking for wireless displays that are linked to Exchange calendars and automatically show their availability for each meeting room. An acquaintance drew his attention to the solution of a young Freiburg-based company: ROOMZ. Its solution seemed to meet his needs perfectly. Schultes recalls, "The slim and elegant displays and the range of functions convinced me right away." The day after next, he contacted the manufacturer. The conversation confirmed to the CIO that this solution met all his requirements: "For me, the direct connection to the Exchange calendars and the ease of use were primarily important. Since we have many glass walls, the solution also had to work wirelessly. I also place a lot of value on the aesthetics."

Security is also an important topic in the banking environment. Holger Schultes explains: "The classic bank robbery is shifting more and more into the digital realm. That's why we also checked the display solution to see if it met our security standards and decided on an on-premise installation."

Flawless operation

Holger Schultes ordered the necessary displays. Via remote service, ROOMZ co-founder Patrick Terreaux installed the server at the headquarters in Küsnacht and configured the solution together with Holger Schultes. The CIO and his team commissioned the individual displays themselves. Since then, the solution has been running absolutely flawlessly and the users are also very happy with it, as Holger Schultes confirms: "The front office staff are happy. They save themselves the trouble of printing out calendars and manually attaching them to the meeting rooms. In addition, we have the possibility to book free meeting rooms directly on the sign itself for ad hoc meetings or to release the rooms again in case of meetings that ended early. With the ROOMZ displays, you thus save time, optimize processes and you can improve the meeting culture."

ROOMZ solution with integrated sensors

Holger Schultes is also very interested in the developments at ROOMZ. For example, the intelligent ROOMZ sensor, which has just been introduced and enables a number of new functions: automatic meeting room release for meetings that are reserved but not taking place, analysis of data, and a useful overview of where a meeting room would be free at a given time. "The integration of sensor technology into the solution allows us to expand the ROOMZ portfolio into an ecosystem ", Holger Schultes is pleased to say.

More information: www.roomz.io

The Swiss Climate Foundation supports projects by small and medium-sized enterprises (SMEs) that contribute to climate protection. Since its establishment in 2008, the foundation has awarded grants totaling 20 million Swiss francs to over 1,400 SMEs in Switzerland and the Principality of Liechtenstein. And SMEs continue to be innovative when it comes to climate protection: For example, it is not enough for dhp technology AG from Zizers to have developed an award-winning solar folding roof. The folding roofs still rest on steel girders, the production of which consumes a lot of gray energy. The Swiss Climate Foundation is now supporting the development of a CO2-neutral wooden structure. This structure is one of more than 20 innovation projects that SMEs submitted to the Swiss Climate Foundation this fall. The Foundation Board has examined the projects in detail and decided to provide financial support for 15 of them.

"We cannot afford inaction".

Other innovation projects supported by the foundation include a new process for coating surfaces that saves a third of the material required, and a new dehumidification technology that requires only half as much electricity. In addition, the Swiss Climate Foundation also supports three SMEs that save electricity or CO2 in their own operations. "I am always impressed by how much can be achieved for climate protection through innovative products developed in Switzerland and Liechtenstein," says Vincent Eckert, Managing Director of the Swiss Climate Foundation. "We cannot afford inactivity. This was also recently shown by ETH Zurich and MeteoSwiss climate scenarios for Switzerland. That is why I am particularly pleased that we are able to award so many grants in our tenth year."

Foundation from the economy for the economy

Two sides are to benefit from the foundation's support: On the one hand, climate protection, because measurably less CO2 is emitted and electricity is consumed. And on the other hand, the companies that can implement their innovative ideas and thus remain competitive.

The Swiss Climate Foundation is backed by 27 major service companies from Switzerland and the Principality of Liechtenstein. They donate money from their rebates of the CO2 tax to the joint foundation. The foundation pools the money and uses it for SME projects.

www.klimastiftung.ch

30 promising start-ups were nominated, 3 qualified for the final. Since tonight it is clear: Auterion is the big winner in the category "Next Global Hot Thing" in front of more than 500 guests in the Hallenstadion in Zurich. The drone tech start-up builds complete operating systems (OS) and is working very successfully to establish this as the global standard for enterprise drones. Already more than 1 million drones are operated by Auterion's technology. Jury President Pascal Kaufmann, founder of AI high-flyer Starmind, recognized the winners as follows: "The combination of top Swiss know-how and entrepreneurship, the absolutely scalable open source model, and the international team of top talent from around the world ideally position Auterion to become The Next Global Hot Thing."

With over 70 entries in the categories "Digital Innovation of the Year," "Digital Transformation" and "Highest Digital Quality," top-class projects and companies were also represented in the other categories. In the newly established jury process with new jurors, the applicants were analyzed and judged more extensively this year than before.

These are the winners

• Digital Innovation of the Year: Modum.io with Modsense. Jury president Lukas Bär: "It combines innovation in a hardware and software solution and brings together the flow of information and value in the transport of critical goods. The focus today is on the transport of medical products over the last mile, for example to pharmacies, hospitals or doctors."
• Digital Transformation SME: Ex Libris. Jury president Samy Liechti: "Digitization runs through the entire company, from procurement to the point of sale. In this way, it becomes a daily experience for every employee and customer. Ex Libris started the journey years ago and has continued to pick up speed over the past year."
• Digital Transformation NPO & Government: Amnesty International Switzerland. Jury President Marc Uricher: "The will to change is evident at all levels and - very crucially - it is supported and exemplified by management. Donors and supporters generally feel that you play a central role."
• Digital Transformation Large Enterprise: Sonova. Jury President Bramwell Kaltenrieder: "In recent years, the tradition-rich company has transformed itself from a manufacturer of hearing aids that sells its products via global distribution partner networks to an integrated ecosystem operator. By consistently analyzing customer needs and their "customer journeys," the company has been able to optimally reposition its products and, above all, its services - digitized from start to finish."
• Highest Digital Quality: SBB with the NOVA platform. Jury President Marcus Dauck: "The focus is on an optimized experience in which the customer can move around very easily in his familiar environment or with the help of partners. The NOVA platform wins in the Highest Digital Quality category in particular because it is clear that quality standards were kept extraordinarily high in a digitally agile environment throughout the entire project and also in the operating phase.

Company certified for the first time

During the Digital Economy Award Night on November 21, companies and organizations were also awarded 17 certificates in four special disciplines. Gold certificates were awarded to:

• Industry 4.0: Sulzer Management AG with BLUE BOX™ IoT Advanced Analytics
• Lean, Agile & Scrum: Trivadis with Digital Blockchain Class Book
• Sourcing & Cloud: SBB with NOVA platform
• User Experience: Netcetera with pressure ulcer prevention app, FOEN with "Common Information Platform Natural Hazards (GIN)".

The following companies and organizations receive one or more silver and/or bronze certificates: Apps with love, Federal Office for the Environment, dreipol, Ergon Informatik, Greenliff & Museum of Digital Art, Inside Reality, interactive friends, Ivaris, Liip, newhome.ch, Siemens Mobility.

The Digital Economy Award is organized by the ICT industry association swissICT and the specialist publisher Netzmedien AG and was created through a merger of the Swiss ICT Award and the Swiss Digital Transformation Award. The next award ceremony will take place on November 28, 2019 at the Hallenstadion in Zurich.

www.digitaleconomyaward.ch

Around 800 guests from business, politics and the authorities - never before have so many people attended a business forum or other event in the Zurich airport region. Following the successful premiere last year, the 18th edition of the top event was again held in 2018 in the atmospheric ambience of the Salto Natale circus tent.

Laugh until the doctor comes

None other than Eckart von Hirschhausen - German TV star, doctor, comedian and book author - was the main protagonist of the lively audience. In his well-known sovereign and witty manner, the trained physician took a close look at a topic that is occupying more and more people in the fast-paced world of work. In his show entitled "Burning without burning out - what positive psychology means for the mental health of employees", he impressively demonstrated how burnout episodes can be avoided - and earned many laughs and great applause for his intelligent humor. At the same time, he involved his audience in the program. Whether as comedian, magician, coach or doctor - well-packaged, meaningful advice was taken home by everyone in the stands. "Humor has great value and helps heal. Laughter works throughout the body," assured the doctor, who spent his sub-assistant time in Switzerland, at the end.

A physicist in the circus

Beforehand, Professor Dr. Gian-Luca Bona, CEO of Empa Dübendorf, had smiled and wondered how he, as a physicist, had ended up in the circus. On the one hand, he presented his research and demonstration platforms. He also emphasized the importance of the future Dübendorf Innovation Park: "Many of Empa's project partners are likely to be found there one day," predicted Bona, who is committed to the rapid transfer of knowledge and technology in this context. Earlier in the afternoon, Professor Heike Bruch had given an interactive input lecture on healthy and productive employees. Furthermore, René Huber, President of Kloten and the FRZ, announced the latest developments in the emerging association organization. The major goal of the association, which will soon have 500 members, is the successful cooperation and networking of politics and business in the booming Glattal airport region.

New Meet and Greet booth

Christoph Lang, FRZ Managing Director, appeared in front of the audience in a matching ringmaster uniform and already presented event delicacies of the coming year. Beforehand, he had held a meet-and-greet with the guest participants in the foyer tent for the first time.

In between, the breathtaking performances of the acrobatic cracks of the economic forum host Salto Natale offered completely different entertainment. But also the vocal flights of fancy of the only 15-year-old talent Joya Schedler aroused emotions. The entire circus atmosphere lent a very special touch to the record-breaking event - also at the concluding aperitif, which was once again used for successful networking. (jdw)

More under www.flughafenregion.ch

Photos landscape - or portrait format Caption: Eckart von Hirschhausen with FRZ Managing Director Christoph Lang (in circus director outfit) at the Manage in Kloten. (Photo jdw)

The other day I came across a Study by Ethan Bernstein and Stephen Turban - two academics from Harvard Business School - who came to the conclusion that people communicate less openly in open-plan offices than in structures with small offices (and more by email instead). The reason seems clear: people don't want to expose themselves to others with what they say.

Here's my diagnosis: If you notice this symptom - that people are afraid to open up in front of their colleagues - we have a real problem with your culture. And open-plan offices simply expose that (much like reducing inventory exposes problems on the shop floor).

Instead of tweaking the symptoms, let's tackle the root causes. Here are the top three reasons when your people are hiding and not communicating openly (no matter the office structure):

1. No trust in others. As a leader, you know that when people talk behind others' backs or prefer to write emails rather than address problems openly, we don't have a communication problem, we have a trust problem. No team can achieve top performance without mutual trust. Work on it, preferably with a coach. The good news: Trust can be built in a targeted way.
2. No fun. I've experienced this myself for years (at SAP, one of the best employers in Germany and Switzerland): With fun, you get twice as much done in the same amount of time: Even if time is sometimes wasted on jokes and craziness, you end up being much more productive. How much fun do your people have at work?
3. No confidence. Those who hide in communication often have low self-confidence. This is something that can be worked on. That is also the responsibility of the leader. By the way, lack of self-confidence is also an important reason why salespeople sell less. You can increase order intake relatively directly by increasing the self-confidence of the sales team.

One thing is clear: working on your culture is worthwhile in any case. The consequences are higher productivity, better results and - not to forget - more fun.

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