Will everything be different for the "Generation next"? Around 300 participants eagerly awaited the answer at the anniversary edition of the KMU SWISS Podium on September 13, 2018 in the Campus Hall in Brugg-Windisch. From the perspective of Pascal Scherrer, Head of Journalism at Radio SRF3, Generation Y functions differently than all other generations. This requires an adjustment of the leadership style. "Generation Y is self-confident and impatient. It is important to find the right mix of encouraging and challenging," says Pascal Scherrer.

Generation Y

Born in the 80s to early 2000s, Generation Y is one of the first to grow up in the digital world, the so-called "digital natives". The letter Y ("Why") refers to. "This generation questions many things and wants to leave a footprint on the world," Pascal Scherrer explains further. For Armin Baumann, initiator of KMU SWISS, one thing is certain: "We cannot change the past, but we can act in the present and influence the future. The mentality of the next generation and also the resources will change. I see it as our duty to adapt our management style and business models accordingly."

Influence of Generation Y on cultural events

Nadja Hauser, founder and director of the largest circus festival in Switzerland, the "Interna-tional Circus Festival YOUNG STAGE Basel", predicts in her presentation: "Serious and entertaining culture will merge more and more. Generation Y has started to collaborate with other genres such as ballet, modern dance or opera. New formats are emerging. Content is becoming more substantial."

Innovation

Much innovation is also needed in the health insurance industry, as a presentation by Dr. Thomas J. Grichting, secretary general of Groupe Mutuel, shows. "We need innovative solutions because health insurance premiums are forecast to double by 2030." With their new innovation strategy, they are looking for new, fresh ideas and want to achieve one thing above all: a good, affordable healthcare system, regulated competition and no state medicine.

Artificial intelligence: What are humans capable of?

"The patient of the future wants to manage his or her own health and be involved in treatment decisions. Artificial intelligence (AI) could save our healthcare system," Grichting reported. Christian Fehrlin, CEO Deep Impact, illustrated how artificial intelligence will change the world in his presentation. "Many processes are being digitized and replaced by AI. Repetitive work in particular is affected. So the future is already a reality. But it will still take about four years until the computing power of AI reaches the performance of a brain." Eduardo Strauch Urioste showed in his impressive and emotionally charged presentation what a human being is capable of. He was one of the survivors of the 1972 plane crash in the Andes. "We survived 72 days at an altitude of 4,000 meters. During that time we had to make important and difficult decisions, stick together as a team and never lose hope. It's incredible what the human brain and body are capable of in such a situation."

Successful conclusion

The various presentations and also the panel discussion with Franz Grüter, National Councillor and VRP green.ch, Ronald Christen, CEO Loeb AG, Pascal Scherrer and Armin Baumann stimulated interesting discussions at the concluding flying dinner. The program was moderated by Tamara Sedmak. For the first time, the event was broadcast live on the KMU SWISS TV channel. However, the broadcast did not replace the numerous valuable discussions during the breaks and dinner as well as at the numerous booths.

Source and further information: SME Swiss

AI is leading to an evolution in the job market that will be positive with the right preparation. Based on its research and experience, staffing firm Michael Page recommends four key ways for candidates to take advantage of this long-term trend and future-proof their careers.

1. create your virtual resume

The days of the CV as we know it are numbered. The CV of the future will be a personalized, interactive space powered by AI. It outlines a cloud-based but private, data-protected space that provides access to candidates' professional references, project reports, publications, and video data. The material is secured with a blockchain as immutable evidence of past experiences and successes. It is designed to be scanned by AI to assess the suitability of the profile for a job description (and vice versa).

2. follow the money: mathematics, computer science, natural science and technology (MINT)

Jérôme Bouin, Managing Director, PageGroup, explains: "We are seeing an increasing shortage of talent and corresponding competition for this talent, particularly in the fields of engineering, technology, mathematics and IT. For example, the Michael Page Swiss Job Index showed year-over-year growth of 29 % for engineers and 39 % for IT professionals in August 2017-2018. With few exceptions, this will only continue to increase over the next 10 years."

3. Commit to lifelong learning and sustainable development.

As people get older and stay in the workforce longer, it is impossible for a single educational qualification acquired in childhood and early adulthood to be sufficient for a long-term, 60-year professional career. Employees of all ages must be prepared to continually upgrade their skills as jobs in most fields become more complex - a trend that is unlikely to change. Companies that don't support continuing education run the risk of being left behind, as employees favor those who do.

4. work on your problem solving skills

The increasing use of AI means that some of the day-to-day tasks, such as answering emails and data entry, will be handled by intelligent assistants. Employees with soft skills and technology expertise to solve business problems are increasingly in demand. For this reason, IT companies are employing or rewarding hackers, for example, with so-called hacker bonuses to find vulnerabilities in their systems. Likewise, employers are increasingly interested in people with professional experience in different countries and cultures, which they can bring to bear in solving problems.

According to Michael Page's study, human skills will continue to be employers' greatest asset.

Source: Michael Page

The Swiss Venture Club (SVC) has been serving small and medium-sized enterprises for 18 years. Today, with over 3,000 members from all industries and regions, it offers one of the largest and most important networks for entrepreneurs in Switzerland. It brings together innovative personalities from business, science, politics, media and culture and enables them to establish high-quality contacts. In addition, by regularly awarding the Prix SVC entrepreneurial prize, it creates public awareness for their achievements and encourages the exchange of ideas. In this way, it promotes entrepreneurship and thus makes its contribution to a successful Switzerland.

Successful fiscal year 2017/2018

The Swiss Venture Club can look back on a successful business year 2017/2018. Together with the new board members, who were elected at the last general meeting, the SVC president, Andreas Gerber, is doing everything in his power to continue the success of the club and to develop it further in the future. Already at the beginning of the year, at a strategy day of the SVC board, it was decided to be able to offer a broader range of services to the members. In order to achieve this goal, the association was realigned: A more modern, fresh and dynamic image, which includes, among other things, a new website (from summer 2019) and active networking on social media channels, should contribute to the modernization of SVC and inspire existing and new members. Furthermore, women, young female entrepreneurs and entrepreneurs will be targeted. To achieve all this, in addition to the proven "Prix SVC", three new fields of activity; "SVC Inspiration", "SVC Impulse", "SVC Dialog" have been defined. In addition, the SVC is lowering its membership fees for corporate members.

Farewell and new elections

In the ordinary agenda item of the General Meeting, a long-serving member of the Board, Mr. Pierre-Olivier Chave, was bidden farewell. Heinrich Christen and Marc Werner were re-elected to the board by the assembly.

Information: www.swiss-venture-club.ch

Swiss foreign trade has undergone enormous shifts in the past three decades. Emerging markets such as China and India, which were still considered "distant neighbors" in the early 1990s, have overtaken important markets such as France, Italy and the United Kingdom. China is currently the third most important target country. Orders in the web store from these new, large markets have long since become the rule, no longer the exception. But what about the assessment of the creditworthiness of companies from China, for example?

Caution with higher sums

In principle, the same basic rule applies as in domestic business, irrespective of the provenance. The creditworthiness of the customer must be checked depending on the order volume. In the case of five-digit or higher sums, it is important to exercise particular caution and not to be blinded by the prospect of a good deal. On the online portal of Creditreform creditworthiness information for companies from almost all countries in the world is available in the shortest possible time. The database, which is maintained and continuously supplemented by a 50-strong team of the partner organization Creditreform International in cooperation with numerous country services, offers assessments on more than 30 million companies worldwide.

Require deposit as security

Especially for companies from emerging markets such as China, India, or Brazil with their volatile markets, creditworthiness information is absolutely essential, even for customers with whom one has been doing business for a long time. The payment terms are also very important. If there is a green light after the credit check, it is ensured that the customer is very likely to be able to pay the invoice. After that, it's a matter of setting the terms and conditions. Especially for new customers or when there is the slightest doubt, it makes sense to demand a down payment as security.

To the author:

Raoul Egeli has been President of the Swiss Creditreform Association since 2008 and President of Creditreform International since 2014, as well as a member of the Chamber of Commerce of the SGV. He is also Managing Director of the Creditreform Egeli companies in Basel, St. Gallen and Zurich. From 2009 to 2013, he was the central president of TREUHAND|SUISSE. Raoul Egeli is the author of several specialist books on the subject of credit and receivables management. www.creditreform.ch

Plato was convinced that a state would only be well governed if its rulers were close to philosophy. "But how many politicians are there as philosophers? What are the requirements for politics today? Is the waning interest in democracy opening doors for other currents?" With these and other questions, Sebastian Wörwag, rector of the University of Applied Sciences St.Gallen, opened the 14th Networking Day on Friday, September 7, at Olma Messen St.Gallen. The Networking Day, organized by the alumni organization FHS Alumni, was held under the motto "The Good King. Democracy on the test bench".

Wörwag invited the approximately 650 participants to reflect on democracy and the values that are needed for a functioning coexistence. "Sure, it could have been called 'the good queen,'" said Sigmar Willi, head of the FHS Alumni. But the quote, he said, came from Plato - and gender-equal spelling was not an issue 2500 years ago. The event was moderated by comedian and political blogger Michael Elsener, who repeatedly provided laughs in the audience and on stage with a sharp tongue and a good dose of humor.

"Democracy becomes more alive"

One of the highlights was the political panel, which featured top-class speakers such as FDP Council of States member Andrea Caroni, SP Council of States member Paul Rechsteiner, SVP National Council member Diana Gutjahr, political activist Flavia Kleiner and musician Endo Anaconda. Caroni and Gutjahr had stood in for Petra Gössi (President of the FDP Switzerland) and Roland Rino Büchel (SVP National Councilor), who had to cancel their participation at short notice. The discussion focused, among other things, on how to regain citizens' trust in politics and increase their participation in democracy.

"There is a need for civic education, where critical thinking is encouraged and an attitude is developed," said Flavia Kleiner. Diana Gutjahr is also in favor of civic education, only the discussions should not take place in school, but "at home at the kitchen table." It is the job of politicians to motivate people to vote - "and to do so in conversations and not by means of Facebook posts," says the National Councilor from Thurgau.

The panelists did not see democracy in the black at all. On the contrary. "Democracy is becoming more alive," said Andrea Caroni. Thanks to e-collecting and e-voting, people will participate more in political discourse again in the future. Endo Anaconda believes that "civil society will give the parties quite a run for their money," and that is a good thing. Paul Rechsteiner hopes that in the future, everyone, no matter where they come from, will have a chance at political education. Political activist and co-president of Operation Libero, Flavia Kleiner, wishes for the democracy of the future: "Cold times for naked despots."

Democracy yesterday, today and tomorrow

Historian Daniele Ganser spoke about the history of Swiss democracy and how political power was "fragmented" by the introduction of the magic formula. He praised dialogue, "even with controversial views, one should engage in discourse," and criticized Switzerland's cooperation with Partnership for Peace (PfP), NATO's "kindergarten," as Ganser called the alliance. PfP is an international structure imposed by the U.S. to bring hesitant countries into line with NATO, Ganser said. Anyone who cooperates with them can no longer be called neutral.

Nicola Forster, founder and president of the think tank "foraus," ventured a look into the future. In his presentation, he showed how democracy can function in the age of total digitalization. In doing so, the young visionary pleaded for a participatory democracy instead of a voting democracy. "With artificial intelligence, for example, government services can be tailored even more closely to each individual," Forster said. "But Switzerland is not there yet." It is important, however, that "we have these competencies ourselves and do not leave them to others."

The crisis of the media

The media play an important role in a functioning democracy. They are often referred to as the "fourth estate. But the media are in the midst of a deep transformation process, and the media landscape is shrinking. "It's going in a direction we don't like," says Daniel Binswanger, co-head of features at the online magazine Republik, who took over the role of "champion of independent media" from Christof Moser. "Funds are being diverted from the media and put into other areas. That's bad for society and bad for democracy." Marc Walder, CEO and co-owner of Ringier AG, took a somewhat different view: "Media have to diversify to have a future." He is sure that "those media that today depend on journalism for more than 70 percent will have a hard time in ten years."

More information: www.networkingtag.ch

For years, a company runs smoothly, customers come almost by themselves, and many others remain loyal. A nice situation, but also a dangerous one. Because, according to Bruno Aregger, "Entrepreneurs who are successful in the long term show the urge to optimize every day. They know that resting on success is dangerous. However, resting does not necessarily have to degenerate into laziness. However, it is difficult to find the right measure, because the boundary often shifts insidiously, and even then you rarely see your own laziness coming. In addition, one's own environment strengthens one's laziness even more, since your employees also prefer a quiet environment and want to avoid the unfamiliar. At the same time, fixed costs increase, because everyone quickly and readily gets used to a certain level of comfort."

Don't fall into the laziness trap

But how do you avoid falling into the laziness trap? Bruno Aregger recommends that entrepreneurs ask themselves "what if" questions every now and then, such as: "What if

• you as the owner would be absent for at least 3 months for health reasons?
• someone on the close management team would quit?
• the two most important customers would suddenly jump ship?
• a new law would come into force that would no longer allow the product to be sold in its current form?
• a new, digital company would compete with you much more cheaply via online platform?"

In addition, it also helps to establish an open and practiced error culture. "This means that mistakes may and should even be made. The mistakes should be shared so that others can benefit from these experiences."

Experience Bruno Aregger live in the ORGANISATOR workshop

The complete chapter on the saturation phase of a company is available - exclusively for ORGANISATOR readers - as an audio book at https://www.apple-tree.com/r/organisator. In addition, Bruno Aregger will share his experiences with you in the ORGANISATOR workshop on the occasion of the SME Day on October 26. Register now quickly for the SME Day and choose ORGANISATOR workshop: www.kmu-tag.ch!

Switzerland is a leader in high-tech manufacturing technologies, patents and IP, in promoting research and development, and in education. And Swiss startups are marking their presence around the globe.

Top 3 Swiss Startups: Ava Women, Bestmile and Lunaphore

There is certainly evidence of this: for the second time in a row, the femtech startup wins Ava Women, it has raised a total of $42.3 million in funding, created 70 jobs, opened an office in San Francisco, and earned co-founder Lea von Bidder a spot on the Forbes 30 Under 30 list. Ava's sensor wristbands look simple but are super smart: the data it collects while women sleep is turned into highly accurate information about their fertility cycles and health. CEO and co-founder Pascal König says: "Winning the TOP 100 award in 2017 gave us the extra boost that has contributed substantially to our fantastic growth over the last 12 months."

Chaser Bestmile (ranked 7th last year) offers a platform for integrating autonomous and conventional vehicle fleets that is used by transportation providers ranging from PostAuto and SBB to California-based Robotaxis - earning it a spot on the World Economic Forum's Technology Pioneers list. The third-place startup Lunaphore (ranked 9th last year) has signed collaborations with multi-billion dollar global corporation PerkinsElmer and biomedical research company Vitro, both of which recognize the potential of the startup's technology to revolutionize tissue diagnostics. Lunaphores automated tissue staining solution uses microfluidics to significantly increase the speed and reliability of laboratory processes.

What is striking about the aforementioned top 3: all three of these startups have women in their founding team. Female founders can also be found at three other TOP 10 startups (Cutiss, Piavita and Versantis), while a total of 28 of the TOP 100 have women in their management team. The fact that women are underrepresented in the startup scene is still undeniable. But where women are present, they shine.

Swiss startups scale new heights

In its eight years, the TOP 100 Swiss Startup Award has honored a total of 371 startups, including 143 Venture Leaders and 124 Venture Kick Alumni. Together, these startups have created 5197 jobs and raised more than CHF 2.6 billion. So far, there have been 38 exits (including the sale of Faceshift to Apple, Lemoptix to Intel and Dacuda to Magic Leap) and two IPOs with Biocartis and Crispr. Who will make headlines in the financial pages next? Among others, the rapidly growing TOP 100 companies Bcomp, GetYourGuide, Qualysense or Trekksoft should certainly be watched more closely.

"The Swiss startup ecosystem is in excellent shape," says Stefan Steiner, co-managing director of TOP 100 Award organizer Venturelab. "These entrepreneurs have more than just good ideas - they have excellent business acumen and are taking the investor world by storm." And Jordi Montserrat, Co-Founder and Managing Partner of Venturelab, confirms, "Growth capital is exploding in Switzerland right now. 2018 will be a record year for investments, with eight top startups alone raising over CHF 270 million in recent months. The arrival of capital of this magnitude will enable these young companies to compete globally and help drive the future of Swiss industry."

Focus on Deep Tech Nation

For the first time, the TOP 100 magazine is published in four languages: German, French, English and now Chinese. This shows what a reference value the list has established itself as in the global high-tech ecosystem. The focus is on the impact of the data revolution - the driving force behind many successful startups in medicine or materia research. In an interview with Beekeeper founder Cristian Grossmann, the magazine explores the challenges of running a fast-growing company.

TOP 100 2018 Magazine, as well as the complete 2018 rankings and more information about the TOP 100, are available on www.top100startup.ch to find.

An important call from abroad, preparing for a meeting at the same time, three requests from colleagues on the side and then a full inbox: a scenario that is finding its way into all kinds of industries around the world and is significantly increasing stress levels. The world of work has undergone lasting change over the last ten years - with digitization, the demands are growing not only on companies, but also on their employees. Multitasking is in demand in almost all industries. More and more information is pouring in on employees in ever shorter periods of time. This, along with constant availability and a high noise level in open-plan offices, leads in the long term to inefficiency, slowed processes and, in the worst case, to illness. When the pressure at work becomes too great and employees no longer feel up to their tasks, suffer from anxiety, can no longer sleep and are less productive, the diagnosis inevitably usually follows: burnout syndrome. Employees can only help themselves to a very limited extent when they are overtaxed. That's why companies need to support their employees and keep the stress in everyday work as low as possible. This can only be achieved by adapting structures and rules to the agile working world. What options do bosses have to prevent their employees from developing burnout syndrome?

Too many disruptions and deadline pressure can cause burnout syndrome

According to a study by the Techniker Krankenkasse health insurance fund in Germany, work is considered the number one stress factor. In addition, the respondents perceive stress and pressure as constantly increasing factors. This also has negative consequences for the quality of work: Those who barely manage to work through their daily to-do list usually have no time for creative thinking or strategic considerations. Instead of keeping an eye on the big picture, employees get lost in the details. Deadline pressure and a fast pace of work stress six out of ten professionals, and interruptions and disruptions are a burden on every second person (1). In addition, the permanent flood of information from inside and outside the company impairs the work process. In times of digitalization and e-mail-based communication, more and more information is pouring in on employees in ever shorter periods of time. More and more tasks have to be perceived, classified and completed at the same time. As a result, employees often jump from one role to another in their day-to-day work. The constant interruptions caused by e-mails, telephone calls and personal addresses lead to inefficiency and a permanent feeling of being overwhelmed. Each employee is interrupted up to 27 times a day, according to the results of a study (2). For each interruption in a work process, the employee needs an average of 15 to 20 minutes to fully concentrate on the original task again. This leads to stress, poor concentration and an increased susceptibility to illnesses such as burnout syndrome and depression. To prevent this mental strain from affecting work and health, the cause of stress must be treated. A recent study by the Swedish University of Linköping (3) showed that the human brain is not designed to process several things at the same time with the same concentration. According to this study, the brain always focuses on the most important task at hand. Only the processing of individual tasks one after the other turned out to be really effective and productive.

Casting is the trump card

To reduce the psychological workload of employees, the company management must take preventive measures. One possibility is regular external or internal analysis of employee workload. In addition, a role-based approach helps to counteract the permanent flood of information and the associated stress. With the help of a clear distribution of roles and communication agreements, each employee knows, for example, when which colleague is currently performing which task. The employee himself also communicates his own tasks to colleagues via the tool used in the role-based approach. Setting time windows for the respective task is one of the elementary requirements, whereby the employee can convey the wish not to be disturbed while working on the task. In this way, each work colleague also knows when the other team members are available and when they are not. Nevertheless, in times of digitalization, the department must remain open to requests from outside and inside. At the same time, the method provides transparency regarding the workload of the individual employee so that the team leader can intervene in a controlling and regulating manner. The lack of interruptions leads to greater efficiency and ultimately also increases productivity in the company. In addition, role-based work offers freedom for innovative ideas and creativity through appropriately set phases. Employees are thus involved in the company and feel empowered to participate in the development of the business.

Role models in demand

Healthy, satisfied employees are the key to a successful company: The management level should already take preventive measures to protect its employees and at the same time maintain and expand the economic strength of the company. Ideally, management should regularly check the actual workload of individual employees and, if necessary, have a service provider additionally assess the situation from an unbiased outside perspective. Multitasking and excessive demands should always be replaced by clearly defined goals and the best possible focus. The framework conditions that have been established must be adopted for the organization as a whole. They affect both the employees and the management level of the company. Here, the management level must live up to its role model function. This can only be achieved if managers actively live the concept and are thus able to mentally carry the workforce along with them. After all, it is not only companies that need a clear focus and achievable objectives - individual employees do too. The management level alone is capable of fundamentally influencing the performance culture in the respective company: Realistic work goals and a clear distribution of roles create a better, healthier working environment.

Taking individuality into account

Companies are required to actively address the digital challenges and the accompanying impact on the workforce and the world of work. A structured distribution of roles offers employees effective and low-stress working and general conditions. In the long term, this pays off in higher efficiency, increased productivity, quality, and protected employee health. Especially in times of a shortage of skilled workers, every company depends on a motivated and healthy workforce. Nevertheless, when adapting the framework, companies should keep in mind that every individual deals differently with stress, growing challenges and multitasking. Therefore, the framework for the overall organization must be adapted individually at the department and team level. The wheel of digitization cannot be turned back - companies must adapt to the new conditions and protect their employees from the negative changes.

Notes/cited sources:

(1) https://www.tk.de/resource/blob/2026630/9154e4c71766c410dc859916aa798217/tk-stressstudie-2016-data.pdf
(2) Cornelius J. König / Martin Kleinmann / Wilfried Höhmann: "A field test of the quiet hour as a time management technique", Source: Saarland University, 2013.
(3) http://journal.frontiersin.org/article/10.3389/fnhum.2016.00221/full 

About the author:

Dr. Consuela Utsch is Managing Director and founder of Acuroc GmbH and AQRO GmbH. As a specialist, she has been advising medium-sized companies and large-scale industry for more than 25 years on the implementation of operational and project management processes, as well as on all topics related to IT governance and the sustainable implementation of digital transformation and the associated change management. Dr. Utsch holds a worldwide patent on her method and is the author of the reference book "AQRO - Stress-free and Efficient Human Resource Management". For more information about Acuroc GmbH and about AQRO GmbH, visit www.acuroc.de and www.aqro.eu.

Decision-makers meet decision-makers: This is the motto of the entrepreneur network MCT-KUMMLI, founded by Rolf Kummli and today continued by his daughter Michelle Rütti-Kummli. The network has become known throughout the country, for example, with the twice-yearly entrepreneurial forum KNOW HOW PLACE in Sempach. The idea: to network decision-makers from SMEs to global players at exclusive events - by personal invitation. In addition to the above-mentioned events in Sempach, MCT-KUMMLI also organizes smaller events throughout the year, the so-called "Kummli-Talks". Participants are regularly invited to companies with which the network maintains mutually beneficial partnerships.

Under the sign of Maserati

With this in mind, a good dozen decision-makers met for another "Kummli Talk" on August 26, exclusively at the Passione Engadina in St.Moritz. This visit was made possible by MCT-KUMMLI's long-standing partnership with Maserati Switzerland. Maserati was this year's main sponsor of the traditional meeting of old- and youngtimers of Italian provenance, which was held for the seventh time in the Upper Engadine. Fans and drivers of historic vehicles from Lancia, Alfa Romeo, Fiat and, of course, from the noble brands such as Ferrari and Maserati celebrated a weekend full of Italian lifestyle. Maserati in particular is a good example of this "Italianità": some people immediately associate the brand with names like Bora, Ghibli or Khamsin. These models, built in the 1960s and 1970s, are considered by many to be among the most beautiful sports cars ever built. In fact, Maserati has always been able to secure the collaboration of renowned Italian constructors and designers: Vignale, Bertone or also Pininfarina are to be mentioned here. However, other automotive connoisseurs also see the long-standing problems that the House of Maserati has had. Especially in the 1980s, the name did not necessarily stand for high production quality and operational reliability. Tempi passati: Since Fiat and Ferrari took the brand under their wings in 1994, things have been looking up again. Today, Maserati is a force to be reckoned with in the high-performance sports car segment.

Networking in a small but nice setting

The participants of MCT-KUMMLI learned this at first hand. Under the guidance of Piergiorgio Cecco, Country Manager DACH, they received a lot of interesting and detailed information about this cult brand. Last but not least, they were also allowed to extensively test drive some of the current Maserati models - an opportunity that was, of course, gladly taken.

In St.Moritz, however, it was not just about cars. The "Kummli Talk" offered an excellent opportunity to talk about work, business and hobbies in an informal setting. This is an opportunity that is rarely found at large SME events - the Kummli family's claim to ensure a "hand-picked" mix of industries and participants at their events guarantees this.

For more information on becoming a member of MCT-KUMMLI: www.mct-kummli.com

The liberalization of the Swiss credit card market made the foundation and development of Swisscard possible in the first place. Previously, only traditional banks were allowed to issue credit cards. Now, financial service providers like Swisscard can also issue credit cards. This gives customers a much wider choice and they are no longer tied to their house bank. The credit cards work without a direct link to a bank account.

Joint venture between Credit Suisse and American Express

Swisscard was founded in 1998 by Credit Suisse and American Express. The company combined the global knowledge of American Express in credit card management with the strong sales channels of Credit Suisse. Since its founding, the credit card company has also serviced all American Express partners in Switzerland. Swisscard's card offering is divided into the business areas of private customers and business customers. In both areas, there are numerous product lines that meet specific customer requirements.

57 different card products

With numerous product launches and services, the company has developed cashless payment in Switzerland over the past 20 years. In 2002, for example, it launched the American Express Centurion Card, which it claims is the world's most exclusive credit card, available exclusively by invitation and featuring 24-hour service. Another milestone was the introduction of the Coop SUPERCARDplus in 2006, the first credit card with no annual fee in the Swiss market. This was followed in 2013 by a new "cardservice" online account access and app for a time- and location-independent overview for cardholders of transactions, credit limits and balances. The app has been operating under the name "Swisscard App" since 2017. Mobile payments have been possible via Apple Pay since 2016, and via Samsung Pay since 2017. And for companies, Swisscard launched the SWISS SME card packages in 2018, the first card product in Switzerland that also allows corporate customers to earn Miles & More miles directly. Today, 57 different card products are available.

Three times more jobs

Since 1998, the number of employees has more than tripled. "Swisscard is an attractive, modern employer," emphasizes Executive Board member Alex Friedli: "We actively support flexible annual working hours, part-time work or home office." It's no wonder that the young company has many longstanding employees - like Alex Friedli, who has been with the company since its founding.

150 million transactions per year

In 1998, Swisscard started with 300,000 cards. Less than ten years later, the company already had one million credit cards. Currently, there are over 1.5 million credit cards in circulation from this service provider. In 20 years, the company has more than doubled its market share, from 13% to around 28%. Swisscard credit cards are used for around 150 million payment transactions a year - an average of 5 per second.

More information

Staff turnover in executive suites is on the rise again: After a more stable phase in the last two years, significantly more CEOs of the 300 largest listed companies in the DACH region had to vacate their posts again last year. While the number of resignations remained constant on an international average at 370 cases, the Swiss companies surveyed were again more willing to make changes: 19 CEO positions were filled in 2017 (2016: 15). The turnover rate rose to 15.3% in Germany, Austria and Switzerland last year (2016: 12.7%), above the global average of 14.5%, according to the key findings of the "CEO Success Study 2017" by Strategy&, PwC's strategy consultancy. The study examines changes at the top of the 2,500 largest listed companies worldwide. For the German-speaking region, the 300 largest companies in this region were additionally analyzed. Similar to previous years, most (65%) CEO departures in the DACH region were planned changes, with 15% of the cases being early departures.

Ever shorter half-life

"The half-life of CEOs in German-speaking countries is falling drastically and is converging with the international average of seven years. The regular armchairing is also due to increasingly short-term goals to be achieved as well as a lower tolerance for mistakes on the part of supervisory bodies and owners. Whereas in the past CEOs often held office for more than a decade, the chairmanship of a management board is increasingly becoming a manageable episode in a manager's career. Last but not least, industries in transition and disruptive technologies require new competencies at the top more often," comments Dr. Peter Gassmann, Head of Europe at Strategy&.

The rate of merger- or acquisition-related replacements rose in the German-speaking region for the second year in a row to 15.2% (2015: 10.2%; 2016: 13.4%). One in ten (10.2%) CEO changes in the DACH region was due to poor financial results. Ethical misconduct (ethical misconduct includes inappropriate or criminal behavior by the CEO or employees, including, for example, fraud, bribery, insider trading, falsified resumes, or sexual indiscretions) as a reason for a CEO demission is at the same level as in the previous year, at 5% worldwide; in the German-speaking region, it is even only 2%.

Despite CEO fluctuation, no higher proportion of women in executive positions

When it comes to new CEO appointments, the DACH region continues to fail to increase the proportion of women in executive suites. In 2017, only one woman was appointed as a new CEO in Germany, Austria and Switzerland, Angela Titzrath from Hamburger Hafen und Logistik AG. The five-year trend is thus clearly downward: While in 2013 and 2014 the proportion of women in new appointments in German-speaking groups was 9.1% and 10.3%, respectively, the DACH figure has fluctuated between two and three percent for the past three years (2015: 2.2%; 2016: 3.0%; 2017: 2.3%). Since 2013, 9 women and 176 men have thus been appointed as new CEOs in the German-speaking region. Globally, the proportion of women in newly appointed positions was significantly higher last year at 6%. International leaders continue to include the U.S. and Canada, where the proportion of CEO positions filled by women increased to 9.2% last year (up from a five-year average of 4.9% since 2013), with China also reaching a higher figure than the DACH region at 4.1%. "It is shameful how little Female Leadership is practiced in German-speaking boardrooms. While a change in thinking is evident in the North American region, we are even observing a regression in Germany, Austria and Switzerland. Companies should anchor diversity and female leadership in their corporate culture and strengthen them across all career levels," says Peter Gassmann.

Top in terms of internationality

Nevertheless, in terms of the internationality of newly appointed CEOs, companies in the DACH region are succeeding in bringing diversity to the boardroom. 32% of the new CEOs in 2017 came from a different country than the company they head. This makes DACH CEOs global leaders in terms of internationality; on average globally, only 16% of new company leaders came from other countries or regions. International work experience on a resume is also most sought-after in Germany, Austria and Switzerland: 56% of the new CEOs appointed in 2017 have already worked in other regions, and in Switzerland as much as 69% - the global average is 30%. On the way to the top, however, experience in one's own company still pays off: 78% of the vacant CEO positions in the DACH region were filled with internal candidates in 2017 (global average: 80%). In Switzerland, 85% of the new top executives came from within the companies' own ranks. In terms of academic background, the MBA played a conspicuously large role in Switzerland: 38% of the new CEOs brought this qualification with them - in contrast to only 15% in 2016.

More information: www.strategyand.pwc.com

There's an old saying that goes, "Only those who shout the loudest are heard." In every organization, it is the case that those managers who do the most damage stand out clearly, whether in the form of development or disciplinary measures. Studies reveal however, that by far the most destructive leadership behavior goes completely unrecognized: the absentee leadership style.

Absenteeism harms

Absentee leaders may be physically present, but they offer no guidance to their subordinates. They are people who do not actively cause trouble; therefore, the damage they can do often goes unnoticed. Likewise, they do not receive the developmental programs necessary to change their thinking. According to the preliminary research of Hogan Assessments these leaders are considered extremely cautious and hesitant - characteristics that do not make the individual stand out from the crowd. Because absentee leaders are rarely conspicuous for grossly negligent behavior, they escape corrective action. As a result, their negative influence on organizations intensifies over time and it becomes increasingly difficult to counteract.

Unmotivated employees as an alarm signal

One of the strongest indicators of an absentee management style is unmotivated employees. If employees express dissatisfaction about their jobs, but there are no obvious management problems, absenteeism is probably the problem. In a Study from 2015 about employee complaints was found to be directly related to absentee leadership. Study participants reported a lack of recognition or constructive feedback, unclear expectations or directives, and complained that their supervisors spent too little time in direct dialogue with subordinates.

A Gallup study recently calculated that unmotivated employees cost the German economy 105 billion euros in productivity a year - 70 percent of those surveyed said they had no emotional attachment to their employer. One of the main reasons is a lack of feedback. In Germany, for example about 40 percent of employees want more feedback from their superiors, and the trend - especially among "Gen Y" - is rising.

Promoted employees must first learn leadership

Absentee leaders are ubiquitous in organizations. One of the main reasons is that companies generally find it difficult to identify good leaders. Employees are often promoted because they are not guilty of anything or because they are popular. However, being a good corporate citizen does not necessarily equate to good leadership. Moreover, promoted employees often do not know what leading means. They may be good at meeting the requirements of the position they were once hired for, but lack leadership skills or relevant experience. And finally, corporate culture also plays a certain role: feedback is often undervalued. After all, giving constructive feedback is something of an art. For fear of offending employees, many managers shy away from correcting behavior.

Risk factor absenteeism: Five consequences for organizations

In short, the greatest damage is done by those leaders who do not continue to stand out. The consequences of this can be:

1. Unclearly defined tasks: Absentee managers fail to set goals for their team. This increases the risk for employees of Uncertaintywhat exactly is expected of them. As a consequence, a lot of energy is spent on defining one's own area of responsibility instead of acting in a goal-oriented manner.
2. Low job satisfaction: Lack of feedback from an absent supervisor can make employees feel undervalued or unsure of their role. Low job satisfaction is directly related to declining productivity and thus noticeable losses for companies.
3. Health problems: The stress caused by absentee executives manifests itself in an increased number of those who have resigned internally. The health consequences are manifold: anxiety disorders and depression, high blood pressure and gastrointestinal disorders are frequently observed.
4. Burnout: One Gallup poll According to the study, unclearly defined tasks and a lack of communication and support from superiors are among the main causes of burnout syndromes. In the absence of a clear leadership style, employees are overly burdened. The consequences are growing exhaustion and cynicism.
5. Churn trends: The most common reason to change employers is poor leadership. One Study on destructive leadership behavior according to the study, workers were twice as likely to struggle with absentee leaders than with other forms of poor leadership.

Recognizing leadership competence in employees

Scott Gregory, CEO of Hogan Assessments, has been studying absentee leadership for nearly 30 years. He says, "Even though the impact on employees is well known, there are few organizations that systematically identify absent leaders and take appropriate action. There's a good chance your organization hasn't even identified absent leaders yet, because they're usually below the perception threshold and behaving inconspicuously." Using objective performance measures, such as personality tests, such latent behavioral traits can be detected. Scott Gregory: "If your organization has one of the relatively few is with effective selection and promotion methods, there is a possibility that effective and destructive leaders will be identified."

Source and further information: www.hoganassessments.com