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Form einer Entscheidung
(2021)
Eine gute Entscheidungsfähigkeit braucht mehr als eine tiefe fachinhaltliche Expertise. Nötig ist eine kommunikative Anschlussfähigkeit an die internen Netzwerke, die durch Kommunikationen zusammengehalten werden. Warum? Weil eine Entscheidungsfindung geprägt ist von habitualisierten Verhaltensweisen der Repräsentanten dieser Netzwerke.
Organisationsdesign
(2021)
Organisationsdesign bezeichnet die zielorientierte, kontextsensitive Gestaltung der Rahmenbedingungen einer Organisation(seinheit). Im Fokus stehen das Ermöglichen und Begrenzen von Formen von (bereichsübergreifenden) Kommunikationen und Entscheidungen, ohne diese letztendlich zu determinieren. Deshalb soll es ausdrücklich der jeweiligen konkreten Entscheidung vorbehalten bleiben, wie sie sich auf vorherige Entscheidungen bezieht.
Entscheidungen herbeiführen
(2021)
Ein Entscheidungsprozess wird zusammengehalten von aufeinander Bezug nehmenden Kommunikationen, deren Geltungsanspruch die Kommunikationspartner voraussetzen. Möchte man eine Entscheidung herbeiführen, ist eine fachinhaltliche Expertise keinesfalls ausreichend. Notwendig ist eine Einbindung in das Netzwerk kommunikativer Entscheidungen, dann damit werden die Resonanzen generiert, die sich im Netzwerk entfalten und so die zu tätigende Entscheidungen beeinflussen.
Was Kennzahlen aussagen
(2021)
Was ist als Ergebnis der Operation 1 : 2 als „korrekt“ anzuerkennen? In der Menge der natürlichen Zahlen N ist 0 korrekt, in der Menge der rationalen Zahlen Q ist 0,5 richtig. Was „wahr“ ist, hängt also von den Ermittlungs- und Berechnungsgrundlagen ab. Das übersehen viele Führungskräfte beim Umgang mit Kennzahlen genau so, wie die Bedeutung ihrer kommunikativen Kompetenzen.
Besser entscheiden
(2021)
Unüberschaubar viele Vorschläge des systematischen Entscheidens führen bei bestimmten Rahmenbedingungen zum Erfolg. Die berufliche Praxis weicht aber zumeist stark davon ab, daher sind viele Methoden unbrauchbar. Wie kann man dennoch seine Fähigkeit zu Entscheiden verbessern? Man orientiert sich an grundlegenden Handlungsmaximen.
Whenever foreign activities turn out to be essential to ensure the company's goals and competitiveness, companies become international. New markets, new lucrative resources promise profitable growth. The new step beyond the national borders requires careful consideration based on the political conditions of the target market (e.g. stability of the political system, social peace, legal certainty, institutional barriers to market entry, attitude to direct investment). The legal framework, such as state funding, environmental protection laws, tax legislation, state requirements or bureaucratic regulations, appear to be at least as relevant too. However, SMEs often lack the capacity and/or courage to take this step. Political authorities at the European level and below are aware of this problem. Numerous studies show that internationalisation is not only necessary to improve competitiveness, but greatly promote innovation, e.g. within international collaborations, it is important to get the authorities to treat these issues with special attention. Governmental promotion is supposed to work in terms of establishing regional balance and supporting socially relevant topics and research. Nevertheless, despite the willingness to support SMEs in their cross-border projects, billions of released Euros are lying around and have not been used. It seems reasonable to assume money is not easy to come by. Enormous bureaucratic hurdles are on everyone's lips. But is that the only reason? Are the people sufficiently informed to be able to take advantage of the numerous financing opportunities? Or is there even more behind the invisible hurdle at first glance? To ascertain this circumstance more precisely, an in-depth analysis to answer the research question ‘what can the institutions do better to make it easier for SMEs to access funding?’ is required.
Flexibilität, Anpassungsfähigkeit und eine schnelle Reaktionsfähigkeit ist der Anspruch an die Arbeitswelt von heute und wird in Zukunft weiter an Dynamik gewinnen. Durch die Entwicklung agiler Ansätze wurden hierfür Lösungsansätze gefunden. Diese können an die Anforderungen der eigenen Arbeitsumgebung adaptiert werden und unterstützen die Unternehmen dabei, auch bei zukünftigen Veränderungen der Arbeitswelt erfolgreich agieren können. Für eine effektive Nutzung agiler Ansätze ist eine stetige Weiterentwicklung der Kompetenzen der Mitarbeitenden unumgänglich. Klassische Methoden zum Erwerb neuer Kompetenzen hinken dem Wandel hinterher. Der Einsatz agiler Ansätze im Arbeitsalltag erfordert daher agile Kompetenzentwicklungsansätze. Ob agile Ansätze selbst ein Erfolgsfaktor beim Erwerb von Kompetenzen darstellen, wird in dieser Studie behandelt.
Cultural Due Diligence
(2020)
Much research has been conducted in recent years to discover the reasons for the high failure rate of M&As, whereas one frequently cited reason is the incompatibility of the corporate cultures. In order to minimize this risk and to be able to react to these differences already at an early stage, Cultural Due Diligence offers itself as part of the due diligence process. Unlike existing, more general research, I emphasize the cultural challenges companies face when investing transnationally with this thesis. Using the results of a single case study with inductive character, I answer the question how to conduct Cultural Due Diligence in cross-border M&As and propose an appropriate model. The findings reveal that especially in cross-border M&As, cultural incompatibility poses a risk for failure. I was able to find out that companies that seek to grow internationally with M&As deal with similar issues in terms of corporate culture as pointed out in existing Cultural Due Diligence methods. The present study, however, shows that national culture has a great influence on corporate culture, which is why it is essential to include it in the cultural assessment in cross-border acquisitions. This provides information about why there are differences, besides the fact that they exist. Only this understanding puts a company in the appropriate starting position to recognize differences, understand them, assess whether these differ-ences are acceptable, as well as to develop appropriate strategies to address them in the integration phase.
Companies develop and implement strategies with the aim to address the needs of their customers. Acquisition is one market expansion strategy that companies can use to acquire new market access, technologies and/or to grow organically. In recent years, Chinese companies have been active in acquiring companies all over the globe to develop their strategic position. This caused certain contra reaction in Europe and as well in the Swiss media against cross-border acquisitions of Swiss companies.
Swiss companies and particularly the Swiss-MEM (Machinery, Electrical and Mechanical) industry is highly export oriented and their value proposition builds on attributes like knowledge, technology, and differentiating products. Among them are many “hidden champions” and niche players who successfully dominate the market segment.
As observed with Chinese companies, Indian companies also started to become more active outside of their domestic markets by increasing their foreign direct investments into Europe, Asia and North America, over the last decades. The lasting and good relationship of India and Switzerland might trigger the wish for Indian companies to acquire Swiss and particularly Swiss-MEM companies for acquisitions.
This Master’s Thesis assesses how often Indian investments into public and privately owned Swiss-MEM companies by acquisition happen, how are the attempts of acquisitions perceived by the stakeholders and what measures Swiss and Swiss-MEM companies can take, to protect themselves from being acquired. To access the research topic, several sub-questions will be analysed with the aid of primary and secondary research to assess the situation.
The research topic is of particular interested to the author since he spent over 20 years working in the Swiss-MEM industry, involved in international affairs and in recent years specifically with India. The observation of Chinese acquisition activities and insight into the size and potential of India were the drivers for researching whether India might follow China’s example.
In conclusion, Indian companies are not explicitly targeting Swiss and Swiss-MEM companies, but there are reasons to believe that it would make sense for Indian companies to look into the acquisition of Swiss and Swiss-MEM companies. The perception of such acquisitions varies, but there are arguments for and against them. Companies must take strategic and organisational measures in order to prevent themselves from becoming the target of an acquisition. However, it is known that the state should not interfere in the market and a discussion at a political level, planning how to deal with cross-border acquisition, is needed.
Further areas for research based on this Master’s Thesis could be the review of how the targeting of Swiss and Swiss-MEM companies by Indian companies would look, and also the topic of the succession planning in Swiss secondary sector in conjunction with Indian targeting for acquisitions. A third area to research might be investigating the political aspects involved in the research questions.
Throughout history, a variety of influences have changed the way we sell our products. Starting with the Industrial Revolution up to the first saturation phase in the 1970s. The question now arises as to whether the heating industry is currently back on an evolutionary development path with the increasing digitalisation of distribution. How the sales process in the B2B sector will change with increasing digitalisation and what effects this will have on sales personnel is only documented by a few sources which do not allow any conclusions to be drawn about the craft or even the heating industry. This results in a research gap which is to be closed in the context of this thesis. The aim of this research project is to find out the effects of a further digitalisation of the sales process on the sales force in the defined environment of the heating industry in Central Europe. For this purpose the following research questions are asked: Which steps in the sales process in the heating industry in Central Europe should be digitalised? How will the digitalisation of the sales process affect the sales force in the heating industry in Central Europe? A case study, according to Yin was chosen as the research method. The data were collected by means of in-depth interviews and analysed qualitatively, according to Mayring. The increasing digitalisation will have a large effect on the sales force, tasks will disappear, new tasks will be added and new ones will replace conventional working methods. In summary, automation will simply make tasks superfluous, software tools will improve quality and increase efficiency, and personal selling will become a premium skill. Companies will try to automate as many backoffice activities as possible and reduce the number of office staff if necessary.