30 years of bbv

Cover by Erich Brechbühl Excerpts from the bbv logo that abstractly convey clarity, precision and attention to detail – somehow new and yet familiar. This characterises the work of designer Erich Brechbühl, who has already inspired countless designs.

Born in Sempach, he has been working in Lucerne since 2003, designing visual identities, posters and key visuals for local and international clients.

Now also for bbv. As Brechbühl explains, it was a constructive process involving the Chairman of the Board of Directors Adrian Bachofen, CEO Philipp Kronenberg and Head of Marketing Alexander Wicki: ‘Since bbv’s core business is rather abstract and not very visual, I decided early on to pursue a graphic or typographic approach. The logo itself served as a starting point and inspired me to work only with its elements and use them generously in the format.’

The result is a success – also because Erich Brechbühl accepted the challenge: ‘As a poster designer who works mainly for cultural institutions, people often assume that you don’t want to work for commercial clients or that you don’t understand their needs. However, I see this as an exciting challenge because you’re not designing for a familiar, culturally savvy audience, but creating a result that can even surprise me.’ He definitely surprised, but once again did not disappoint.

2 — 30 years of bbv

Today’s visions build tomorrow’s world Dear Readers,

Content 04 Crystal ball Futurologist Tristan Horx discusses developments in digitalisation with Adrian Bachofen.

10 Timeline

The title sounds good, does it not? It also suggests that if you listen to enough visionary thinkers, you can predict the future. But it is not that simple.

Let’s travel back in time to 1995, the year bbv was founded.

How did people back then foresee what the world would be like in 2025? The evolution of the vision set out in ‘Back to the Future II’, in which even more fantastic things happen than people on hoverboards? Difficult to say – but few could have predicted just how much smartphones, electric cars, drones and even AI would shape our everyday lives today.

Looking back, we can identify the key moments that led to these developments. But what can we recognise today that could be a reality in 2055? Let’s take a look into the future.

Various sources are predicting an interconnected world in which new ways of working are possible and ecological and economic decisions are data-driven. Or to put it in technical terms: everything as a service, dataism, brain-computer interfaces and much more. bbv has its place in such a world, as all these (potential) achievements require software to do their job. And organisations like bbv are essential to ensure that this software not only performs as required, but also interacts correctly in the complex networking of systems, simplifying everyday life or transforming businesses with the help of AI. It is unclear whether bbv can fill the role described above – since then we would never have evolved beyond where we are today. But that is exactly what we are doing. Namely for 30 years. Thanks to the people who shape this company with their interests and skills and ensure that bbv never stands still.

This is the only way to turn visions into reality – 30 years ago and probably 30 years from now.

I hope you enjoy reading this magazine.

Philipp Kronenberg, CEO

How software development has changed over the years.

12 Pioneering spirit Philipp Kronenberg on the evolution of bbv.

16 Added value The bbv AI Hub and Pimcore are together revolutionising marketing and sales processes.

18 Usage-based X-as-a-Service opens up new revenue streams.

20 Gen Z Three bbv employees discuss young professionals in IT. 26 Expertise bbv employees benefit from various training and further education programmes.

28 Catalyst Autonomous AI systems create completely new business processes.

32 Transformation COO Alan Ettlin explains in an interview how bbv helps companies to integrate technologies in a meaningful way.

34 Sustainability How bbv lives up to its ecological and social responsibility.

38 International The Swiss Automotive Group relies on bbv’s shoring teams for developing its web shop.

44 Transformation Franke Coffee Systems has completely revamped its software development department.

48 Talents

Imprint Publisher: bbv Software Services AG, Blumenrain 10, 6002 Lucerne, Switzerland Senior Management: Urs Häfliger; Editors: bbv Software Services AG, tnt-graphics AG Authors: Stefan Beeler, Urs Häfliger, Hansjörg Honegger, Philipp Kronenberg, Patrick Labud, Marco Ravicini, Felix Raymann, Claudia Schaer, Christoph Widmer Photography: Daniel Brühlmann, Samuel Trümpy, Herbert Zimmermann Cover: Erich Brechbühl; Illustrations: tnt-graphics AG Design and Production: tnt-graphics AG; Proofreading: Nadia Steinmann Adaptation into English: Leinhäuser Language Services GmbH Print: Ebikon AG printing works

Quiz: Which of our bbv employees has which unusual hobby?

50 Software quality The treasure map for development teams on product and service quality.

30 years of bbv — 3

‘Many companies react too quickly to change’ Futurologist Tristan Horx

Tristan Horx explores the future.

His prognosis: The human factor is becoming more important again and companies are actively addressing the negative excesses of digitalisation.

A conversation between Adrian Bachofen, Co-Founder and Chairman of the Board of Directors of bbv, and Tristan Horx.

Text Hansjörg Honegger — Photos Samuel Trümpy

4 — 30 years of bbv

Adrian Bachofen: Tristan, can we really seriously explore the future?

Tristan Horx: Of course, Adrian! ­However, there is a difference between trend analysis and futurology. Trend analysis, in particular, is scientifically very precise. We objectively describe the present and try to get people out of their filter bubbles. We try to formulate forecasts from trends.

Bachofen: In the bbv Technica Radar, we evaluate technological trends and methods with regard to their future viability. This allows us to help our customers make decisions regarding upcoming investments. This is easier to predict than ‘the future’. Which leads me to the question: What is your definition of the future?

Horx: There is a simple rule of thumb: The more short-term the forecast, the more difficult it is to make, as volatility is much higher.

Tristan Horx (l.) and Adrian Bachofen talk about ­forecasts and visions.

Tristan Horx Born just before the turn of the millennium, Tristan Horx grew up in probably the most well-known family of futurologists in Europe.

As the author of various publications, he focuses on visionary scenarios within his range of topics such as the future of digitalisation, mobility, globalisation and sustainability. He is also a lecturer at the SRH University of Applied Sciences in Heidelberg and at the Wieselburg Campus of the University of Applied Sciences and a columnist for the ­‘Kronen Zeitung’.

We feel very comfortable making ­forecasts stretching 10 to 15 years into the future, and hindsight shows that we are often right.

Bachofen: How can you recognise ­disruptive inventions in a 15-year ­forecast? Disruptive also means unexpected and unpredictable.

Horx: So-called disruptive leaps – such as the market launch of the first

The digital hype cycle

i­ Phone – are often based on fundamental technologies and developments. In this example, this would be the network that enabled the interface to be used in the first place – in other words, the smartphone. These technologies do not appear overnight.

Bachofen: Let’s be a little more specific.

You try to predict developments in your ‘digital hype cycle’. However,

Peak Digital Shitstorm culture

Digital weariness

Brexit and Trump

Digital burnout

Hate waves Cyberbullying Social media addiction Always on Twitter mania Facebook craze

Amazon Google

Start of the Internet

New digital laws Re-analog

Digital detox

New, user-centric algorithms Real digital applications

Twitter exodus Facebook exodus

Always OMline movement Decline of the big platforms

Cyber panic Smartphone crisis

Alexa flop

Digital correction loop

6 — 30 years of bbv

in my opinion, this is a correction loop, and right now we are at a low point.

From now on, things should start ­looking up. As a digital service provider and developer, we are also aware of digital fatigue and digital overload.

The key question is: How can we make our products more acceptable for ­people? Here’s an example: We worked with Professor Damian Läge to develop software for doctors to record mental illnesses. Salience played a central role in this work. In an interview with Damian Läge on the subject of salience, we discussed the requirements and problems involved. In short: We sensed the downward trend shown by the hype cycle. Why should things suddenly start looking up again now?

Horx: This is the cyclical nature of trends. Our cognitive perception often forces us to invest a lot of money, time and energy in trends. However, counter-trends are also at work. At some point, this system conflict ­escalates and then there is a synthesis, so a functional hybrid of trend and

Adrian Bachofen Adrian Bachofen is co-founder and Chairman of the Board of Directors of bbv Group AG. As an entrepreneur, he attaches great importance to innovation and advises boards of directors, entrepreneurs and investors on vision, strategy and digitalisation issues. His focus is on intelligent business ecosystems and platform strategies. He is a board member of the Innovation Park Central Switzerland and the Technology Forum Zug.

counter-trend, before this iterative process starts all over again.

Bachofen: According to your theory, the pendulum is now swinging in the other direction again after reaching its lowest point ...

Horx: The pendulum must be actively swung, as you have done with your software! We are digitally underdeveloped in companies, but in society we are overdoing digitalisation.

Bachofen: My problem with this form of digitalisation is the information overload. It has so much content that doesn’t interest me, but I can’t get rid of it.

Horx: Correct! We are drowning in information, and the quality of that information is getting worse and worse. We spent a long time looking into how people research their health symptoms. In 2014, three ­quarters of those searching still got meaningful results. In 2019, it was only around 15 percent – with exponentially more information! We have to find a solution.

Bachofen: Your digital hype cycle ­contains several terms in the upward trend that I find convincing. Mind­ fulness, for example, is very relevant for me.

Horx: A large proportion of information mechanisms today are linked to pure profit. This is precisely why there is so much in the upward loop when it comes to mindfulness, real digital and regulation. Because basically these networks are a fantastic opportunity, but you have to force the genie back into the bottle.

Bachofen: What do you mean by real digital?

Horx: My favourite example of this is dating apps. Contrary to expectations, people are not interacting more with Tinder and the like, but less. Now ­attempts are being made to reverse this trend by combining digital and personal contacts. Digital pre-selection followed by in-person meetings, similar to speed dating in the past. The machines are set to get even better in the future. But we have to become more humane

people, that is our USP. It’s difficult to reconcile these two aspects, because ambivalent thinking is so frustrating.

It’s not about less technology, but about more humane technology.

Bachofen: The third element in the correction loop is ‘new user-centred algorithms’. What role does AI play here?

Horx: It’s exactly the same, only on steroids.

Bachofen: This is precisely why I am so sceptical about your correction loop, which is trending upwards again quite quickly.

Horx: How do you feel about the AI market?

Bachofen: Development happens in phases. The first part is support, for example in text creation. Now we are faced with the question of how to incorporate AI into products. We built the bbv AI Hub to integrate AI ­solutions. The main area of application is knowledge management. The baby boomers with their wealth of knowledge and experience are leaving the

30 years of bbv — 7

‘Planning and agility are ­actually a contradiction.

I cannot simply adjust the corporate strategy every ­other day.’

Adrian Bachofen

Our knowledge on subscription Subscribe to our newsletter now and receive the latest digitalisation trends and exciting stories ­directly to your inbox.

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Vision interview with Markus Schaefer The leading architect chats to an IT professional about what their industries can learn from each other – with some surprising ­insights.

bbv.ch/insights/blog/ visioninterview-markusschaefer

8 — 30 years of bbv

companies. AI is expected to preserve this knowledge to a certain extent.

Of course, the aim is to create added value for users.

Horx: My expectations are less focused on generative AI and more on machine learning and automation of industrial processes. I see a strong lever there.

Together with Accenture, we drew up forecasts as to which sectors of the economy would grow by 2035. In the industrial sector, a growth rate of 50 percent is forecast for automation with the help of AI. Bachofen: We see similar potential, which we are addressing with our Swiss LCDM Hub. This allows data to be synchronised across companies and organisations. The area of application at present is the construction industry.

Clients, building planners and tradesmen all have the same level of information. This creates clear added value.

Horx: You seem to be right about many things.

Bachofen: That may be. But there’s another elephant in the room: ­Generation Z. Our future employees and customers. What does this ­generation want?

Horx: Gen Z is conservative and in search of security. It is formally very well educated, but the education ­market is churning out people for a labour market that no longer exists.

Bachofen: What does that mean exactly?

Horx: Knowledge transfer is no longer so important, the knowledge is

­ vailable thanks to networking. What a we need is training on how to use this knowledge correctly. But the network logic is still based on exponential quantity. We will have traumatised or burnt out two to three generations with our attention economy.

Bachofen: This leads me to my next question: As an entrepreneur, how can I come up with a plan to deal with this complex situation?

Horx: We are still using the logic of the industrial age, which is based on assembly lines and clocking in and out. Even in professional fields where this no longer makes sense.

Bachofen: That hasn’t been the case with us for a long time. Incidentally, our brand ‘Making Visions Work’ ­applies not only to the company and its customers, but also to its employees: What is your vision and how can we achieve it together? This opens up development opportunities that the company can support.

Horx: When we talk about personal visions, it becomes clear that using working hours as the sole benchmark is misguided. The basic difficulty for many companies lies in the timing of the transformation. We are in an era of transition. The way we see it is that we had traditional companies for a long time, then came the modern age and industrialisation. Right now, we are in the post-modern era, trying to dispel criticism of what we have achieved. We are on the threshold of metamodernity.

Bachofen: The ultra-modern?

Horx: Precisely: The traditional blends with the modern. Traditional forms of behaviour have not become established because certain people thought they were good, but because they were capable of surviving in an evolutionary sense.

Bachofen: And the solution?

Horx: What you are already doing at bbv to a large extent: skills-based, collaborative working, but not ­completely without hierarchies. ­Hierarchies yes, but they must not be too deep. And your approach to vision management in particular... not only does it sound appealing, it’s actually very attractive.

Tristan Horx and Adrian Bachofen look to the future from different perspectives.

Bachofen: Let’s go back to basics: What fundamental questions do ­entrepreneurs need to answer in order to develop a master plan for the future?

Horx: Times of transformation require agility. A buzzword I really hate because it’s used for all kinds of nonsense. But it fits here. You have to be able to react quickly to market developments.

Bachofen: However, planning and agility are actually a contradiction in terms. I cannot simply adjust the ­corporate strategy every other day.

Horx: Many companies suffer because they try to do just that. They quickly adjust plans to save or increase sales.

Bachofen: And what do you ­recommend instead?

Horx: We don’t recommend making a prediction in this case, but rather a diagnosis. We ask first: What will your office look like in 2040? Then we work our way backwards from the future towards the present. This is a psychological tool. When making forecasts, I work my way into the future and always find 5,000 reasons why ­something won’t work. If you turn this around, the uncertainty disappears and you gain a margin of manoeuvre within which the plan can evolve. The question is: What happened to make my office look like this in 15 years?

Bachofen: I find the time frame very ambitious. Even 10 years is enormous.

15 years is a long way off.

Horx: For futurologists, a forecast is easier the further away the date is. We are thinking in ever larger categories.

By 2040, we will no longer have volatile energy prices because we will produce more than we can consume. By 2040, latency restrictions will be virtually eliminated in all networks. This will further blur the line between hardware and software.

Bachofen: Small and cheaper, of course.

But will I have more gadgets?

Horx: This is down to the market: Will there be convergence towards a single super gadget, or will there be different players? I have no idea.

Bachofen: That’s a nice concluding sentence from a futurologist. (laughs)

30 years of bbv — 9

Software development over the course of

time

1994 The Internet goes commercial with the first search engine

1980–1990 The PC comes of age in the business world At the time the company was founded, software developers at bbv mainly worked on embedded solutions. They wrote code for applications used locally on PCs or for ­industrial hardware. Data was exchanged via ­floppy discs, IT security was largely irrelevant and software was monofunctional. ­Mainframes and the first ­client-server ­systems were added later.

Embedded ­software was at the heart of bbv’s successful business model.

10 — 30 years of bbv

The advent of the World Wide Web marked a new era for bbv, ushering in the ­development of more ­complex software solutions.

This fundamentally changed the way software engineers worked: Data could be shared worldwide at any time, networked computers required more complex ­software and IT security now had to be taken into account at all times. For bbv, it paid off to continue offering ­reliable software solutions to its customers and not jump on every bandwagon. By 2000, the Internet euphoria had already begun to wane with the bursting of the dotcom bubble. However, during this period, companies rose to prominence that continue to shape our everyday lives today – such as Amazon, Google and E-Bay.

2008 Smartphones influence user habits and the world of work

2006 The cloud replaces local storage Online storage had already been around for some time now, but the AWS cloud (and later Google and Microsoft) heralded a paradigm shift in software development. ­Programming was becoming increasingly detached from hardware. Automation and self-service meant that ­software developers had to adopt new ways of thinking and consider entire ecosystems, including all interactions, user-friendliness and security. In addition, companies could increasingly dispense with their own servers, thereby eliminating the need for maintenance.

The launch of the iPhone made the Internet mobile.

Applications now also had to be programmed for mobile devices – with different ­operating systems, display sizes and completely different ­operation. UX designers came to play an important role in interdisciplinary teams.

On the customer side, there was increasing demand for business software that was as easy to use as apps for private consumers.

Over the past 30 years, the demands placed on software have changed significantly – and therefore on its developers.

Our short journey through time shows the changes in software development since the beginnings of bbv.

Text Felix Raymann

2022 Artificial intelligence permeates the economy and society

2010 The Internet of Things unites technologies IoT was a concept from the 1990s, but it was only with developments in networking, mobile communications, ­sensor technology and the cloud that its combined ­benefits could be utilised. ­Because expertise in embedded software and cloud ­computing was beginning to overlap, the bbv teams were ideally positioned for IoT. As a result, bbv became an IoT market leader in ­Switzerland. At the same time, edge computing offered a new way to process data where it made the most sense and was the most secure.

Software development has evolved from simple ­programming to versatile software engineering – and with it the job description.

Instead of individual coders, agile teams work on software solutions. With the advent of AI, software development is now set to change once again. Because generative AI can support programming, it is now less about learning individual commands and more about controlling the code and carrying out the complex development steps.

Thanks to AI, developers can understand programming languages and ecosystems faster and better. In response to the significant impact of artificial intelligence on both software development and service design, bbv is continuing to expand its consulting expertise.

The future Artificial intelligence, regulations and new customer requirements AI will continue to influence the way we work and become integrated into the entire value chain. Legal changes pose new challenges for software development. Proceedings against companies like Google and Apple will have consequences for future software.

The same applies to new data protection and IT security requirements as well as EU regulations such as the Cyber Resilience Act. As in every phase before, software developers must remain flexible and continue learning in order to satisfy increasing customer demands for easy-to-use, yet increasingly complex software.

en.bbv.ch/insights/technica-radar Which IT technologies, tools and trends should Swiss SMEs focus on? Our Technica Radar provides an answer here.

30 years of bbv — 11

Shaping tomorrow’s world with a pioneering spirit From vision to reality: For 30 years, bbv has been committed to technology and change for the benefit of its customers. CEO Philipp Kronenberg talks about the journey from software development company to comprehensive digitalisation partner – and what that means for the coming decades.

Text Philipp Kronenberg – Photos Herbert Zimmermann

T

hree decades of bbv – a special anniversary and a reminder to us how it all began and where our journey has taken us. It all started with a bold decision. Our founders were young engineers, full of ideas and energy, but they felt stifled in their environment at the time. They wanted more, they wanted to shape the technology themselves and not just accept the status quo. This vision, the company’s passion for technology and the clear goal of doing things differently and, above all, better, provided the impetus for founding bbv.

Since then, our history has been characterised by technological advances and the courage to focus on new developments. These decisions have not only raised our profile in the industry, but have also determined our growth path. From new fields of application for C++ and the establishment of a competence centre for .NET to the cloud, IoT and most recently AI, which is revolutionising today’s business world. Thanks to its deep understanding of technology, bbv was always quick to recognise what the future might bring and then invest in

12 — 30 years of bbv

these new technologies. Today, I can see that our teams are embracing this pioneering spirit just as our employees did back then: with an intrinsic interest in understanding and shaping new things.

More than just technology consulting Our CTO Board – a platform for systematically researching and strategically evaluating technological trends – also testifies to our pioneering spirit and fascination with technology. Of course, this always takes place in the context of our target markets and customers as well as their visions, strategies and processes. Because successful digitalisation goes beyond pure technology consulting. It requires a holistic approach that combines strategy, process improvement and user-friendliness. This is the only way we can also fulfil our vision of sharing our expertise in projects and simplifying people’s everyday lives. bbv is therefore increasingly acting as an en­ abler for digital business in a wide range of industries – from the design of new business models

For bbv CEO Philipp Kronenberg, courage is the key to innovation.

bbv combines technological ­expertise with strategic ­foresight.

and analysis of revenue sources to adjustments in organisational design. We use Dr. Pascal Sieber’s 3i transformation model as a methodological basis, which enables us to support companies not only technically, but also organisationally and strategically in the design and implementation of digital transformation processes and business models. In the area of digital experience, we also focus on offering end users a positive and intuitive experience that promotes the acceptance of digital solutions and thus creates effective added value in everyday life.

With our focus on digital business, the requirements profile of our employees has also changed.

Whereas in the past the focus was on technical expertise and software development, today business management skills are increasingly in demand. Projects in this area require not only an understanding of code and technical architecture, but also in-depth knowledge of corporate strategies, value creation models and corresponding value streams. Our teams are therefore more diverse than before and we are recruiting more employees with a business background. This makes bbv a comprehensive partner for customers in the area of digital transformation, combining technology and business expertise.

Living diversity In view of the shortage of skilled workers, this focused skills profile presents us with challenges.

Qualified specialists are in high demand, but finding suitable employees is becoming increasingly difficult – a development that is likely to become even more pronounced in the coming years due to demographic change in Europe. What is particularly striking – and shocking to me – is the low proportion of women in IT that I have noticed here in Switzerland.

‘I am proud of the fact that we as a company have never limited ­ourselves to one specific area, but have always been prepared to break new ground.’

In order to counter the shortage of skilled labour and to be able to react more flexibly to customer requirements, we have added an important element with the shoring locations in Vietnam and Greece.

Both shoring teams are of strategic importance to us. They not only increase our capacity, but also bring valuable cultural diversity to our company. In Vietnam, in particular, we have witnessed an impressive development, not only in terms of the availability of skilled labour, but also in terms of openness and enthusiasm for technical professions – and with a significantly higher proportion of women than in Switzerland. This is not only enriching on a personal level, but also strengthens our innovative power as a digitalisation partner. We remain committed to ensuring that IT professions are not only perceived as a male domain. It is not only important to arouse curiosity for technology, but also to create a culture in which diversity is lived and valued.

Agile growth At bbv, we want to continue growing, both in terms of our reach and our technological expertise. The path is clearly mapped out: We want to continue to develop our expertise in progressive technologies such as cloud computing, IoT and artificial intelligence and explore new fields of consulting. But the most important thing is to maintain our agility and be able to offer our customers solutions to their challenges.

In recent years, our working methods and self-image have changed considerably – and I am proud of the fact that we as a company have never limited ourselves to one specific area, but have always been prepared to break new ground. We set the bar high for ourselves: We want to play an active role in shaping technologies, business models and the future. Despite the current challenges, I am confident that we will continue to succeed thanks to our clear vision. Technology will penetrate more and more areas of life and digital solutions will become increasingly complex – bbv is ideally prepared to manage this change and support our customers with innovative and forward-looking solutions. This is what bbv is all about today and in the future – and what allows us to look to the next 30 years with confidence.

30 years of bbv — 15

bbv AI Hub and Pimcore®

Automation and AI accelerate business processes. But when data for marketing and sales activities comes from different silos and needs to be distributed across different channels, efficiency suffers.

The solution: the bbv AI Hub, combined with the MDM and digital experience functions of the Pimcore platform.

Text Urs Häfliger

16 — 30 years of bbv

ILLUSTRATION: ALEX SHUPER/UNSPLASH

An unbeatable team

A

company is to present its product to a customer. Artificial intelligence (AI) can be used to compile the necessary content for the presentation. But this is where things get complicated.

Customer-­specific data such as tiered pricing from ERP, interests from CRM, surfing behaviour from the product finder and selective products for the ­offer have to be painstakingly, and often manually, compiled.

What if sales employees were able to select a brochure template in the browser before the customer visit, adapt the ­tonality of the text and position the ­customer logo using drag and drop? The desired products, including customer-specific information such as prices and tiered pricing, could then be dragged and dropped together with automatically prepared photographic ­ material, and finally the customer presented with a completely personalised brochure – all within a few minutes?

This is no utopia, and bbv is targeting precisely such scenarios: ‘What used to be raw materials in the analogue world is now information in the digital age – the most important currency. The greater the availability of information within a company, the more valuable it is’, ­explains Thomas Fischer, Head of Business Area DXS & AI at bbv.

Merge and process intelligently How can companies become more ­efficient and increase their value? ‘By using a master data management platform like Pimcore’, says Fischer. Pimcore provides company data in a media- and channel-neutral way and ensures the interoperability of all types of digital ­information – so not just product information, as the name Pimcore incorrectly suggests. This allows use of product syndication, for example: ‘Instead of one shop window, my products are suddenly in hundreds or thousands. Data silos are

Thomas Fischer, Head of Business Area DXS & AI

The combination of Pimcore and the bbv AI Hub impressively demonstrates how well thought-out combinations of technology and expertise can create real added value.

broken down, information is brought together on one user interface and ­ ­distributed via relevant channels – both internally and externally’, explains ­Fischer. Pimcore acts as a data hub that makes centralised data available and distributes it efficiently.

The vision of the Business Area DXS & AI Of course, there are similar products on the market, but Pimcore consistently pursues the integrated approach of ­master data management and digital experience, which brings considerable flexibility to the implementation. It is not for nothing that Pimcore is listed in the top right-hand corner of Gartner’s ‘Magic Quadrant for Digital Experience Platforms (DXP)’.

But Pimcore alone is not enough.

This is where the bbv AI Hub with its specialised AI agents is the perfect complement: ‘While Pimcore collates ­ the data and makes it available, the bbv AI Hub takes on the task of intelligently processing information and creating content’, explains Fischer. Pimcore itself also offers integrated AI functions, but the bbv AI Hub goes much further. ­Together, the two tools form an unbeatable team for automated and AI-supported processes – often in the area of marketing and sales, with the option of flexible expansion to almost all business areas. ‘This combination allows us to solve major challenges in the marketing and sales process and significantly boost efficiency, savings and economic benefits’, emphasises Fischer.

Pimcore is an independent product, while the bbv AI Hub is the product of bbv’s expertise. What does bbv want to achieve with this combination? ‘The best for our customers’, says Fischer.

Thanks to its many years of experience as a consulting firm, digital agency and software service provider, bbv not only wants to implement Pimcore, but also establish itself as the leading ­Pimcore agency in the DACH region. The combination of Pimcore and the bbv AI Hub impressively demonstrates how well thought-out combinations of technology and expertise can create real added value – for companies that want to remain successful in an increasingly networked and data-driven world.

bbv AI Hub The bbv AI Hub is a secure and flexible AI platform that facilitates use of generative AI for companies. Increase efficiency and protect your data with preconfigured and customisable AI agents.

ai-hub.bbv.ch

Agentic Pimcore Transform complex data landscapes into seamless, AI-powered customer experiences. We combine Pimcore's leading ­data management power with intelligent AI from the bbv AI Hub and our expertise – for centralised control, maximum ­efficiency and future-proof compliance.

bbv.ch/services/pimcore

30 years of bbv — 17

X-as-a-Service

Use

rather than own Instead of buying products, customers are increasingly purchasing the corresponding services – for example, software, machine hours or IT infrastructures. To remain competitive, companies need to react to this change.

I

t all started with SaaS (Software-as-aService) – the ability to use software without having to buy it. This model was then gradually extended to other services. More and more products and machines are now being replaced by services – a phenomenon that is ­described as Anything-as-a-Service (XaaS). This development is being driven by digitalisation with technologies such as IoT and cloud computing, which ­enable a close and interactive relationship between customer and provider to be scaled cost-effectively. At the

Martin Egloff, Head of Business Area MedTech & Healthcare

18 — 30 years of bbv

same time, customer expectations are changing and there is a need for greater flexibility.

Are you still an owner or already a user?

The paradigm shift towards service ­orientation offers companies new opportunities. It allows them to reduce investment costs through usage-based billing and always have up-to-date and well-­ maintained products at their ­disposal.

There are also no maintenance costs and upkeep to keep track of, and the use of a

Jonas Ruesch, Senior Consultant Industry

regulated service offering often means a significant reduction in risks for users, which would otherwise have to be mitigated.

On the other hand, new ways of ­monetisation are opening up for providers through subscription-driven revenues and data-backed additional ser­ vices. ‘Companies not only increase long-­term customer loyalty with recurring revenues, but can also ensure consistently high quality processes, ­ products and availability by dynamically adapting to customer needs. What’s more, in some cases, quality can also be monetised’, says Martin Egloff, Head of Business Area MedTech & Healthcare at bbv. He can think of many examples of this. Instead of selling construction tools, a company offers tools for the ­period of use, including maintenance and replacement. With smart metering,

PHOTO: IVAN BALVAN/ISTOCKPHOTO

Text Felix Raymann

Unlocking additional ­revenue streams Discover how you can use the ‘Revenue Design’ strategy to ­develop new revenue models such as ‘Pay per Use’, ‘Recurring ­Revenue’ and licences that are ­either unlimited or functionally ­restricted as additional sources of revenue.

en.bbv.ch/services/ new-revenue-streams

for example, electricity meter data is provided as a service, eliminating the need for manual effort. And in mechanical engineering, a manufacturer not only offers its systems, but also supplements them with monitoring and calibration services in order to increase the ­customer’s productivity.

The challenges of XaaS The introduction of XaaS means changes for companies. Business areas need to be rethought or transformed. The integration of IoT systems, cloud platforms and robust data infrastructures is essential, and this involves effort and costs. The change from a product-centred business model to a service-oriented strategy also requires a cultural shift within the company. ‘Company management often has to face a challenging transformation, with various departments having to reorient

themselves in order to collectively ­expand their focus from products to holistic customer experiences. The focus is not only on development departments, but also on sales teams, since they have to learn to sell services instead of products’, says Jonas Ruesch, Senior Consul­ tant in the Industry division at bbv. In addition, sensitive customer data must be protected and regulatory requirements complied with in order to ensure customer trust.

A model for the future Despite these challenges, Martin Egloff and Jonas Ruesch agree that XaaS offers enormous advantages for a wide range of companies. Anything-as-a-Service is not a trend, but a new paradigm in an increasingly digitalised world that could become the norm in business. Companies that embrace and help shape this

change at an early stage will secure long-term competitive advantages. They not only benefit from more efficient ­processes and new business opportunities, but also position themselves as ­future-proof providers. bbv is a trustworthy partner with the relevant experience to accompany companies into the digital future and realise the potential of XaaS – from consulting and implementation to prototyping and testing. According to the two bbv ­experts, it is mostly about creating the technical and organisational basis for a service-­ oriented business area, promoting ­data-driven processes and products and driving forward automation. ‘The opportunity to use services to create new business areas and offer customised ­ solutions has a positive and stabilising effect on the future security of a company’, says Martin Egloff.

30 years of bbv — 19

New expectations, old prejudices?

Gen Z What distinguishes Gen Z from previous ­generations in the working world? In an ­interview with HR manager Claudia Schaer, vocational trainer Florian Bucher and software developer Ying-Ling Dang, three bbv employees discuss common prejudices, the next generation of IT talent and the low proportion of women in the industry.

Text Christoph Widmer – Photos Herbert Zimmermann

Gen Z has a reputation for being lazy and not very resilient while at the same time having high expectations of their employers. Claudia, as HR manager, what is your experience of the younger generation in the workplace?

Claudia Schaer: I often encounter these prejudices and, to be honest, I feel they are unfounded. I think it’s unhelpful to stereotype entire generations. The generation effect should not be ­confused with the age effect. Certain topics are often simply more important to a 20-year-old than to a middle-aged person. The historical context also shapes social values and the importance of gainful employment. This has a different meaning for people today than it did 50 years ago. It’s not only Gen Z, so people born between 1995 and 2009,

20 — 30 years of bbv

who are increasingly looking for alternative forms of employment, but other generations, too.

Florian Bucher: The prejudices are not accurate in general – but they may be true in some cases. There are some who are highly motivated and show lots of commitment and drive. But at the same time, I also see a growing number who are not quite as enthusiastic about work. This is not necessarily a sign of laziness, but rather of misconceptions about the working world. I would therefore describe this group as being more disillusioned.

Ying-Ling Dang: This ‘young people are lazy’ cliché has existed in every generation. I think that has more to do with age than specifically with Gen Z. What concerns me more – and I

Taking the leap into a new working world: Claudia Schaer, Ying-Ling Dang and Florian Bucher talk about the changes brought about

by Gen Z.

30 years of bbv – 21

Outdated role models and prejudices contrast with the real challenges faced by the younger generation.

Claudia Schaer born 1973, has been respon­ sible for all strategic and ­operational human resources tasks as ‘Lead HR’ since May 2024, and thus contributes to achieving bbv’s corporate goals. With 20 years of experience in various HR roles, she has a comprehensive understanding of the employee life cycle and many years of ­experience in consulting and supporting management and employees.

22 — 30 years of bbv

agree with Florian on this – is the sense of insecurity that many of my peers feel when entering working life.

We live in an incredibly fast-moving world. The question is whether it’s still worth investing the effort in a career if financial security is not guaranteed.

Some put everything into continuing education and their professional career. Others take a more cynical stance and don’t believe that such work-related criteria are worth much any more.

Do you also see other reasons for this divide?

Bucher: Many trainees come with the expectation that they will immediately be involved in challenging projects and allowed a great deal of flexibility.

But training is also about learning the basics, and that often means hard work. Some are disappointed when they realise that they still have a long way to go before they can get involved in exciting projects.

Schaer: I think it’s normal for young people to have high expectations of their profession. The world has changed and the work environment has to adapt. Many young people today also

realise that there are alternatives to the classic 9-to-5 model. Social media in particular reinforces this attitude.

And in turn naturally influences their expectations.

How does bbv meet these demands?

Schaer: We consciously focus on ­flexible working hours, home office options and sabbaticals in order to cater to the work-life balance of the younger generation. This is how we try to fulfil these new priorities. Provided that they are compatible with customer commitments, of course. In order to retain employees in the long term, you also need to ensure that young ­employees remain motivated. You do this by providing them with a clear development plan.

Ying, were or are these points crucial for you when looking for a job?

Dang: Flexible working models were a nice-to-have for me. What was much more important for me, however, was the personal professional development that Claudia mentioned. My greatest fear is to stagnate. With IT, I have found a specialist field that not only allows

‘The question is whether it’s still worth investing the effort in a career if financial security is not guaranteed.’

Ying-Ling Dang

you to continue developing, but forces you to in order to remain relevant and be able to do your job well. bbv also sets aside time for me for personal development, which I really appreciate.

Bucher: At our company, trainees can learn a lot because they work directly with experienced software engineers who are themselves actively involved in projects. We support the trainees with their questions, share both the positive and challenging aspects of our profession and prepare them well for their future. And after their training, we encourage them to gain new ­experiences outside our company so that they can broaden their horizons.

Do you think that the IT sector remains a male domain?

Schaer: Unfortunately, deeply rooted role models continue to influence career choices. The perception that the IT sector is a very technical and ­programming-heavy field is still widespread. The image of the computer scientist as an introverted, uncommunicative person who does nothing but sit in a dark room in front of a computer and code stubbornly persists ...

Dang: ... I have to admit: That’s how I had imagined it. (laughs) Bucher: But the reality is quite different.

Communication accounts for 50 percent of the job of a computer scientist. It’s about understanding the customer’s needs precisely. It’s essential to ask questions, draw conclusions from them and see the bigger picture. We simulate such customer meetings in our vocational training programme. Personally, I’ve also noticed among the younger generation that more and more women are entering the IT sector, or at least showing an increased interest in it.

Schaer: I find it exciting that communication, creativity and teamwork, which are often seen as ‘female’ qualities, are just as essential in IT. These factors should be given more attention in order to encourage more women to pursue careers in IT. Dang: There’s a fine line, however, between trying to make the IT sector more attractive in general and ­explicitly promoting women. I have the feeling that for many women, being specifically addressed in educational programmes is even off-putting and therefore counterproductive. After all,

Florian Bucher born 1990, joined bbv in 2016 on the Young Professional programme and has been ­responsible for training ­apprentices since 2023. With 15 years of experience in the software industry and a ­bachelor’s degree in computer ­science, he passes on his knowledge in the bbv academies, focus days, gatherings and communities.

Ying-Ling Dang born 1995, joined bbv on the Young Professional programme in autumn 2023 and is training to become an embedded ­software engineer. She studied Applied Computer Science at the HTWG University of ­Applied Sciences and gained experience in web development in the field of medical ­informatics. Before switching to IT, she worked in the film music industry.

30 years of bbv — 23

Flexible career paths and practical training programmes are crucial to retaining young talent in the long term.

‘Compared to the past, work has to be meaningful. There has to be a clear reason for young employees to do something.’

Florian Bucher

24 — 30 years of bbv

you don’t want special treatment.

Though it remains unspoken, overly forced integration can also trigger self-doubt as to whether you’re actually achieving your professional goals ­because of your own professional ­expertise – or just because of your gender.

A tough nut to crack for companies like bbv?

Bucher: Performance counts – nothing else. We want the best people, ­regardless of whether they’re male or female. That’s the only fair way.

Dang: That’s exactly how I perceive bbv. We are here to do a good job – and to become better software developers.

This also involves a keen sharing of knowledge. People help each other. ­As a young software developer, my ideas are always welcomed.

So the age difference is not an ­obstacle?

Dang: Well, as a more inexperienced person in the professional work environment, I am perhaps more concerned with simply absorbing what is offered to me. But I don’t perceive a strict ­hierarchy. People are still treated as equals.

Bucher: I started my career at bbv on the Young Professional programme and am now a vocational trainer – so I know both sides. Back then, I was able to benefit a lot from the experienced developers. Not least because they deliberately allowed me to make ­mistakes that I could then learn from.

Now that I’m on the other side, I still find the interaction with the young professionals brilliant and valuable.

They are fresh out of university, have a different view of things than I do and bring new ideas to my work. This is extremely helpful in overcoming one’s own preconceptions.

Is it easy for the younger generation – the digital natives – to work in IT? They are considered to be particularly tech-savvy. Florian, you’re smiling.

‘A company that uses outdated technologies finds it difficult to establish itself as an attractive employer.’

Claudia Schaer

Bucher: I am a millennial, and our generation was always considered to be quite tech-savvy. Outside of bbv, however, I don’t see this as being the case with all of my colleagues of the same age. There, too, I see some ­apprehension when it comes to using computers. Interestingly, Gen Z is no different. The smartphone – with touch display and swiping – is the technology of choice for them. When it comes to computers, how they work and classic IT tasks, I sometimes see certain gaps in knowledge in younger people as well. Of course, some are also adept at using a computer.

Dang: For the younger Gen Zers, the computer is already practically ­obsolete. They haven’t experienced this technological development themselves – and therefore have little connection to a computer and its underlying logic.

Do companies have to take this ­development into account?

Schaer: I cannot speak for other ­industries or companies. In my view, however, it is important to be able to offer a modern workplace with new technologies and work tools – and not just for younger workers. A company that uses outdated technologies generally finds it difficult to establish itself as an attractive employer.

Dang: I agree with that. At the same time, however, the choice of technology needs to be carefully considered. I can well imagine that employers are tempted to follow new developments and trends almost blindly. That’s why it’s important to invest resources in researching and evaluating new technologies, while at the same time ­continuing to maintain tried-and-­ tested technologies – especially in software development.

Meaningfulness in innovation – and otherwise?

Bucher: In my view, yes, work has to be meaningful these days. There must be a clear reason for young employees to do something and it’s important that they are valued for it. We also attach great importance to this at bbv.

Schaer: For me, meaningfulness means making a positive contribution to ­society through my work. And to work in an environment that is consistent with one’s own values. These criteria are met particularly in IT, with its pronounced capacity for innovation.

We contribute to the technological advancement of society.

Dang: Absolutely. I can really make a difference here – be it through innovative solutions or by developing ­products that improve people’s lives. It motivates me to be part of an industry that is constantly changing and has the potential to have a positive impact on society.

Young Professional programme The programme supports computer ­science graduates and prepares them ­optimally for a career in IT. Over a period of about two years, they take on exciting challenges and pursue individual professional development alongside their jobs.

en.bbv.ch/career/ young-professional-programm

30 years of bbv — 25

Growing with knowledge

Text Christoph Widmer

Claudia Schaer, Lead HR

26 — 30 years of bbv

Marco Ravicini, Senior Software Architect and Member of the CTO Board

L

ifelong learning is essential in the dynamic IT industry. Technologies and methods continue to develop at a rapid pace and the only way to stay ahead of the game is to keep learning. For bbv, further training is more than a must – it is an integral part of our corporate culture.

With a generous training allowance of up to 15 days per year, bbv creates a framework in which employees can develop individually and purposefully.

‘Now more than ever, it’s important to offer employees a clear vision for their growth and development’, emphasises Claudia Schaer, Lead HR at bbv. ‘Only if they recognise how they can develop professionally and personally will they remain motivated and stay with the company in the long term.’

The bbv Academy is an integral part of the professional development programme. It offers a varied range of courses and introduces the latest IT

PHOTO: UNSPLASH

Further training is essential in IT – and an ­integral part of bbv’s corporate culture.

With the potential for up to 15 days of further training and a wide range of programmes on offer, our company creates an environment in which talent can flourish.

ployees from Switzerland, Germany and Greece come together once a year over a number of days. That’s why the focus here is not only on expert talks and workshops, but also on personal contact, as Ravicini points out: ‘It’s not just about imparting or exchanging knowledge, but also about strengthening cohesion within the company. This is important for all our employees, because personal interaction is sometimes neglected due to the distributed nature of our customers’ workplaces.’

technologies and working methods with specialist input, insights into practical examples, exercises and case studies.

Employees can choose courses individually. ‘The Academy aligns our employees’ knowledge with our quality expectations’, emphasises Marco Ravicini, Senior Software Architect and Member of the CTO Board at bbv. ‘The range of courses on offer is always tailored to the changing requirements of our industry.’

Wide range of offers In addition to the academies, the focus days and gatherings play a key role in internal training. The focus days take place twice a year and bring bbv employees together to discuss current topics and learn from each other. During the course of short, practical sessions, bbv employees share their knowledge directly with their colleagues. The gatherings, on the other hand, are a largescale training event at which bbv em-

Promotion at all career stages In addition to these interdisciplinary knowledge formats, bbv also offers employees the opportunity to get involved in one of the self-organised communities. These specialised groups meet regularly to discuss specific topics in greater depth and exchange experiences and good practices. The bbv communities promote the exchange of knowledge, drive innovation and improve cooperation between colleagues. The type, content and scope of the meetings are organised by the community members themselves – from short virtual exchanges in the evening to one-day or even multi-day events on site. For example, a four-day event was held at Lake Thun, where a number of bbv software architects met in a secluded setting removed from their everyday working lives to engage in intensive exchanges with each other and deepen their expertise.

The Young Professional programme, on the other hand, is aimed specifically

bbv Academy – knowledge for all The bbv Academy is not limited to employees of bbv, but is also open to external interested parties. In this way, bbv shares its knowledge beyond company boundaries and promotes dialogue in the IT sector.

bbv.ch/insights/academy

at career entrants. Young software developers are allowed to spend 20 percent of their working time on further training. Emerging talents are specifically supported through teaching blocks, self-study and mentoring. ‘In this way, we give up-and-coming talents a clear perspective and the tools they need for their career progression’, says Claudia Schaer. bbv plans to continue developing existing formats and align them with new industry trends. The CTO Board ensures close dovetailing between strategic corporate objectives and training content in order to make sure employees stay competitive and motivated. In this way, bbv demonstrates how individual training programmes, team spirit and strategic planning create a strong foundation for employees and companies to succeed.

Intensive knowledge sharing at the architects’ retreat in Aeschisried.

30 years of bbv — 27

The

game changer

28 — 30 years of bbv

From virtual assistant to autonomous agent: AI is redefining the business world.

Companies are faced with the challenge of not only understanding the technology, but also using it strategically – before the pressure to act becomes too great.

Text Christoph Widmer

A

rtificial intelligence has already found its way into companies and is fundamentally changing the way they work.

Generative AI tools such as ChatGPT, in particular, have ushered in a new era of technology. AI systems are now not just tools that are trained to solve specific problems, but universal technologies whose potential is unlocked through interaction. The application scenarios for generative AI are just as diverse: From text creation and lightning-fast analysis of large volumes of data to the creation and control of software code, AI assistants relieve the burden on employees, leaving them to concentrate on more complex tasks.

But this is just the beginning. ‘We are still at an early stage and the potential of these tools is only just beginning to be exploited’, insists Joel Barmettler, Senior Artificial Intelligence Consultant at bbv. At the same time, technology is developing rapidly. OpenAI – the company behind ChatGPT – launched the ‘Operator’ at the beginning of 2025. It opens the web browser on command, interacts with websites and is therefore able to independently book flights or reserve a table in a restaurant – even with only vaguely formulated instructions.

From assistant to agent The future of AI belongs to such autonomous systems in the business environment, too. These agents go beyond

30 years of bbv — 29

New processes, new opportunities The possible uses of agents are not ­limited to existing workflows. Rather, they open up completely new ways for companies to work. ‘AI can break down information silos and seamlessly network different departments’, explains Barmettler. ‘This creates processes that simply didn’t exist before.’

AI systems will be able to independently compile and analyse findings from various departments such as R&D, marketing and sales within a very short space of time and use them to develop new products that are tailored to specific market needs. In the insurance sector, completely autonomous credit checks on potential customers are conceivable, as are comprehensive risk analyses. ‘We expect that companies will be able to introduce completely new business processes as early as next year thanks to the possibilities of AI’, says Barmettler.

‘By then, AI systems will have equalled or even surpassed the human ability to perform certain tasks.’

30 — 30 years of bbv

Joel Barmettler, Senior Artificial Intelligence Consultant at bbv.

Getting started without risk According to Joel Barmettler, however, many companies are still taking a waitand-see approach instead of actively exploring the possibilities of AI. Surprisingly little has changed since the introduction of ChatGPT. But the time for hesitation is over. Innovators could soon set standards that put considerable pressure on latecomers.

The first step? ‘Choose low-risk scenarios’, advises Barmettler. One example of this is internal processes such as the management of inventory data or the automation of recurring reports. Such approaches offer the opportunity to gain initial experience with AI and learn how to use the technology before tackling more complex projects. This also makes it possible to gradually develop a command-based AI assistant into an autonomous agent.

Act now instead of waiting The use of AI should also be well thought out from a financial perspective – and not just in terms of integration costs. Although the costs of existing AI

models are expected to fall further as the technology advances, new and more powerful models that make autonomous decisions will require significantly higher computing resources and will be ­correspondingly more expensive to use.

‘While today’s models answer simple queries in seconds, future, specialised models for challenging tasks could require significantly more computing time – which will also be reflected in the costs’, explains Barmettler.

Acceptance of the technology within the company must also be ensured. Employees will only tolerate AI as an autonomous worker if the work processes are optimally aligned with the capabilities of humans and AI and interaction with the tools is as smooth and natural as possible.

Despite these hurdles, AI will prevail in the business environment. And sooner than some companies might like: ‘It won’t be long before companies start showing what is possible with AI and trigger a chain reaction’, warns Barmettler. His appeal: Companies should use the current exploratory phase to prepare themselves and to identify and introduce beneficial business cases for AI. When the race begins, it could already be too late to make a leisurely start.

AI consulting and solutions Discover customised AI solutions for your company. Our AI agents optimise business processes and improve customer interaction, allowing you to work faster and more efficiently using innovative technology.

en.bbv.ch/services/generative-ai

PHOTOS: NICK FANCHER/UNSPLASH

executing human commands and instead act on their own initiative.

For example, an agent in a regulatory context could analyse new legislative changes and assess their potential impact on the company without employees having to intervene manually. In the logistics sector, meanwhile, real-time monitoring and improvement of supply chains would be a possible application.

These systems could make decisions independently, such as suggesting alternative routes or replanning inventory levels. For example, the AI agent recognises that a raw material supplier is late and organises an alternative delivery without human intervention so as not to interrupt production. ‘This development will gain momentum from 2025, when companies fully utilise the potential of proactive AI’, predicts Barmettler.

‘It won’t be long now until companies start showing what is possible with AI and trigger a chain reaction.’

Joel Barmettler

‘Digitalisation begins in the mind’ The successful design and implementation of digital transformation processes requires foresight, a deep understanding of one’s own business needs and a clear strategic direction. COO Alan Ettlin explains how bbv helps to sharpen visions and integrate technological innovations in a meaningful way.

Text Christoph Widmer – Photos Herbert Zimmermann

The success of digital transformation is often determined by a company’s ability to adapt and willingness to innovate. Would you agree with this?

Alan Ettlin: Absolutely, as the basis for a digital transformation, these are decisive factors. But success depends on much more. It’s also about differen­ tiation in the market, about how a company sets itself apart from its competitors. Clear positioning and an understanding of one’s own unique­ ness – or rather individual strengths – play a central role. This is our start­ ing point at bbv whenever we work with customers.

That sounds like a highly individualised approach.

Every customer has different require­ ments. Some already have an estab­ lished strategic process, while others have hardly thought about it. For ex­

32 — 30 years of bbv

ample, take companies that have been successful in their niche but are now faced with the challenge of adapting their strategies to a changing environ­ ment. This is where we come in. We ask our customers what their plan is for achieving market success in the future – or rather, what requirements they want to fulfil and how they can stand out from the competition.

What specific methods does bbv use to support companies in their ­transformation process?

Our consulting approach is based on the 3i model of Dr. Pascal Sieber and Sieber & Partners AG. The model helps to systematically approach digital transformations and is divided into three phases: Identify, Innovate and Implement. In the first phase, Identify, the aim is to reach a common under­ standing of the company’s current

situation together with all stakehold­ ers. This starts with the company’s vision: Where does it want to be in ten years’ time? On the one hand, we must clearly state the company’s visionary ambition, but at the same time develop realistic steps to achieve this. We do this with the strategy: How is this vision to be achieved? Which products, i.e. goods or services, will be offered now and in the future? How does the company stand out from the competi­ tion in the evolving market environ­ ment? In the second step, we look at the client’s value creation and identify the processes that contribute to imple­ menting the strategy ... ... as well as the technologies?

Technology only plays a key role after­ wards, in the third step, but – and this is crucial – it’s never an end in itself.

The focus is always on supporting

According to Alan Ettlin, digitalisation can only succeed if it is firmly anchored in the company’s DNA.

30 years of bbv – 33

‘Technology is never an end in itself. The focus is always on supporting the business model through digital means.’

the business model through digital means. It’s only with this shared un­ derstanding of the vision, strategy, value creation and the technologies currently in use that the second phase, Innovate, follows, in which we develop innovative approaches for the further development of the company.

There is often a fine line between the sensible use of technology and technology for its own sake. Where do you draw the line?

In the Innovate phase, in particular, we distinguish between a technology push and a business pull approach. The former happens when a technology emerges and we consider how it can be used meaningfully – as is the case today with generative AI, for example.

In business pull, on the other hand, we take the company’s business needs as our starting point and look for develop­ ment potential in the business model that can be realised with the help of technology. Both approaches are possi­ ble, but they also clearly show that digitalisation does not start with IT, but in the mind – with the company’s vision and strategy. In the Innovate phase, we engage in this interaction between technology push and business pull until we have developed the most promising digitalisation scenarios together with our customers.

How do customers react when they realise that they first have to reassess their business strategy before they can start looking at technology? Isn’t that sobering?

The first reaction is often: ‘We already know that.’ But our experience shows

34 — 30 years of bbv

that customers who are prepared to engage in this dialogue with us gener­ ally develop a much clearer picture of their actual activity, demand and supply. This shared understanding and common language form an essen­ tial basis for an effective and efficient digital transformation – according to Peter Drucker: ‘Doing the right things right.’ bbv as an eye-opener?

We don’t tell our customers how to run their business. Nevertheless, they benefit from our questions, which often come from an external perspec­ tive. And they realise that they can achieve a much greater impact for their own business by applying a more strategic approach to digital transfor­ mation. Of course, we don’t take all our customers through the entire process from development of a vision to an operationally beneficial digital solu­ tion. However, customers who take advantage of this offer receive more than just a one-off solution. They get a solid foundation for successfully managing their business in the digital transformation.

Alan Ettlin As COO of bbv Software Services AG, Alan Ettlin supports companies in their digital transformation – from visionary ideas to successful implementation. His focus is on tailor-made strategies that connect people, organisation, technology and profitability, always keeping in mind the goal of: ‘Making Visions Work’.

Do you nevertheless also encounter resistance and reservations?

There is always resistance, but it’s usually subtle. It’s not about open opposition, but about subliminal ­attitudes.

work here’, this is often a sign of sub­ liminal resistance. Or when successes are not celebrated, rather seen as a chore – like: ‘It’s just as well we didn’t get this order, that would have been stressful.’ Such signals are important and must be heard.

Can you give us an example?

Take, for example, the phenomenon of projects being called into question or downplayed. When someone says: ‘This doesn’t affect us’ or ‘that wouldn’t

How does bbv deal with this?

People are creatures of habit, and many people are afraid of change.

Our approach is to recognise this resis­ tance at an early stage. We work very

Digital transformation with bbv bbv provides you with comprehensive support for your digital transformation processes. With innovation workshops, business analysis, service design and change management, we develop ­customised strategies to future-proof your business processes and successfully master change.

en.bbv.ch/services/ digital-business-models

Flexibility seems to be an important part of this process.

Especially with a long planning hori­ zon, we continuously adapt our ap­ proach and priorities to developments and the changing needs of the custom­ er. The model helps us keep track of things and respond quickly to changes.

Overly rigid planning would be coun­ ter-productive. In a complex environ­ ment, we experiment in small steps, evaluate progress and make adjust­ ments where necessary. This enables us to achieve a dynamic yet focused transformation.

closely with our customers to identify these dynamics and deal with them appropriately, often through open dialogue about fears and uncertainties.

A good change process involves all employees and other relevant stake­ holders and creates acceptance.

How far ahead does the planning horizon extend in the 3i model?

It’s primarily in the third phase, Imple­ ment, where we evaluate and approve the scenarios we have developed and

incorporate them into a strategically integrated roadmap, that we combine short-term successes – the well-known ‘quick wins’ – with the pursuit of longterm, strategic goals. This allows re­ sults to become visible quickly, while at the same time initiating sustainable change. Depending on the size and culture of the company and the strate­ gic scope of the selected scenarios, the planning horizon of such a roadmap can vary greatly – from a few weeks to several years.

What recommendations do you have for companies that are at the beginning of their digital transformation journey or are consciously rethinking it?

My advice is not to look at digitalisa­ tion in isolation. It should be an inte­ gral part of the corporate strategy and operational activities, not something that is done in addition. It’s not about developing a ‘digitalisation strategy’ or appointing a ‘digitalisation officer’, but about integrating digitalisation into all areas of corporate management and development. When digital thinking becomes part of the company’s DNA, the course is set for a successful trans­ formation.

30 years of bbv — 35

Shaping the future Since its foundation, bbv has engaged in ecological and social projects both at home and abroad. Conserving resources is as deeply rooted in our work as environmentally friendly mobility. The company’s sustainable HR policy includes the development and further training of employees and the promotion of young talent.

Text Felix Raymann

Employee development and promotion of junior staff Commitment in the company bbv integrates sustainability and social responsibility in everyday working life.

Its commitment ranges from ecological measures, such as the recycling of materials at all locations, to environmentally friendly mobility arrangements and raising awareness of environmental issues. Instead of having its own fleet of vehicles, the company promotes the use of public transport and bicycles – for example by participating in the ‘Bike to Work’ initiative, a free half-fare travel card or compensation for cycling to customer sites. Business-­ related flight emissions are offset via myclimate.org.

36 — 30 years of bbv

At bbv, the expert market is just as ­important as the customer market. ­Sustainable HR management includes the development, promotion and training of employees. They benefit from various internal and external training opportunities of up to 15 days each year. These include tried-and-tested programmes such as a multi-day gath-

erings, two focus days and the bbv academies. In order to promote young talent and at the same time combat the shortage of skilled workers, bbv supports development programmes such as ICT Scouts or CoderDojo, where children and young people learn about the world of programming under the guidance of dedicated software developers.

Once a month, children and young people between the ages of 7 and 17 meet at the CoderDojo in Lucerne.

Water for water The non-profit organisation Water for Water (WfW) is committed to ensuring fair access to drinking water, sanitary facilities and safe drinking water and wastewater supplies worldwide. It also creates awareness of the value of water. As a partner of WfW, bbv financially supports projects in Zambia and Mozambique, which promote the supply of water and sanitation and the development of self-sustaining water supply systems. Furthermore, bbv promotes awareness among its employees and provides tap water in carafes and reusable bottles in the offices. The money saved is used to support additional WfW projects at home and abroad.

Find out more in our blog (only in German).

bbv CEO Philipp Kronenberg and Duong Luu (right), Managing Director bbv Vietnam, visiting the Linh Son Pagoda.

PHOTOS: ISTOCKPHOTO/SHIRONOSOV, ZVG

Sustainability assessment

by EcoVadis Since 2020, bbv has been committed to the principles of the UN Global Compact in the areas of human rights, labour, the environment and anti-corruption. Participation in the UN Global Compact includes non-binding stan­ dards. bbv therefore decided to have its sustainability performance audited and assessed by EcoVadis. This organisation promotes worldwide standards for 21 criteria in the areas of the environment, labour and human rights, ethics and sustainable procurement.

In the March 2024 rating, bbv received a silver medal, which means that our company is among the top 15 percent of all audited organisations.

Linh Son Pagoda monastery and orphanage bbv not only runs a successful offshoring branch in Vietnam with its office in Ho Chi Minh City, but has also been supporting the Linh Son Pagoda monastery and orphanage for many years.

Buddhist nuns look after orphaned children and children with intellectual disabilities at the institution. The home cares for young people until they come

of age and have completed their school education. bbv also supports them beyond this age.

Find out more in our blog (only in German).

30 years of bbv — 37

From left: Martin Sager and Simon Kendall (SAG) together with Risto Kyburz (bbv) at the SAG spare parts warehouse in Dietlikon.

Partnership without borders

38 — 30 years of bbv

The Swiss Automotive Group and bbv have achieved a milestone with a flexible e-commerce platform.

Today, the web shop is the centrepiece of SAG’s international business – and the result of strong, cross-border cooperation.

Text Christoph Widmer – Photos Daniel Brühlmann

30 years of bbv – 39

A

s is often the case with successful partnerships, the beginnings of the Swiss Automotive Group (SAG) and bbv are characterised by a clear vision and the right amount of determination. In 2016, the automotive spare parts wholesaler was looking for a partner to build a high-performance e-commerce platform that would not only meet the specific requirements of the automotive spare parts trade, but would also be flexible enough to grow over the years. Instead of dwelling on the theoretical aspects for too long, bbv took a pragmatic approach early on: ‘We suggested developing a proof of concept of the solution in a number of test sprints at our site in Ho Chi Minh City’, explains Duong Luu, Managing Director of bbv Vietnam. ‘This allowed SAG to get an impression of us without making a direct commitment to a long-term collaboration.’

On an equal footing Almost 10,000 kilometres away, a 6-hour time difference and cultural diversity: As a Swiss company, carrying out a project of this scale in Vietnam might initially seem rather daunting to outsiders.

Nevertheless, SAG dared to take this step. Simon Kendall, Product Owner E-Commerce at SAG, recalls: ‘bbv treated us as equals from the outset. The experts listened to us attentively and asked the right questions. We immediately had the feeling that we had found a partner here who really wanted to understand the project.’ And the work in the shoring model? ‘That was fine’, he replies nonchalantly. This is hardly surprising: With a dealer network spanning large parts of Europe, SAG has long been accustomed to working internationally.

A passion for collaboration In the early phases of the project, the Vietnamese team focussed heavily on technical development and the basic architecture. Scrum masters, technical architects, UX designers and the development team laid the foundations for the e-commerce platform.

Greece was added as a further development location with responsibility for the middleware. SAG employed a shoring team here, which ultimately gave rise to the establishment of bbv Greece. This development still characterises the cooperation between bbv and SAG today. Take the end-user tests, for

40 — 30 years of bbv

SAG and bbv Vietnam at the joint meeting in Ho Chi Minh City.

SAG and bbv are a team that has worked well together for a long time.

‘International cooperation enables us to draw on the best resources at all times without having to restrict ourselves locally.’

Martin Sager, SAG

30 years of bbv — 41

From left: Chris Tietz (Head of Technology SAG Digital), Duong Luu (MD bbv Vietnam), Maria Roumelioti (MD bbv Greece).

‘When the employees asked if they could put SAG stickers on their laptops, I realised how much my team identified with the project.’

Duong Luu, bbv Vietnam

example, which are traditionally carried out in Greece: ‘Because of its previous history, the Greek team identifies very strongly with SAG’, says Risto Kyburz, who was Managing Director of bbv Greece at the time. ‘It’s impressive to see how the Greek team is committed to supporting and driving forward each new release.’

In addition to establishing bbv Greece as a separate shoring location, the collaboration with SAG also led to an increase in staff numbers in Vietnam – with recruitment precisely tailored to the project.

Today, the team in Ho Chi Minh City consists of around 20 developers – who are no less passionate than their Greek colleagues: ‘When our employees asked if they could put SAG stickers on their laptops, I realised how much my team identified with the project and the Swiss Automotive Group’, says Luu with a smile.

42 — 30 years of bbv

A key success factor for SAG’s web shop is its modularity and adaptability. In recent years, the platform has not only been technologically upgraded, but also rolled out in other countries. Today, the solution is available in six of SAG’s European markets, with more set to follow. This expansion faces special challenges, as each country has its own regulatory requirements and market needs. However, the platform is designed for scalability – a central concern of SAG, which bbv has implemented skilfully and imaginatively. The middleware makes it possible to integrate different ERP systems as well as external suppliers and logistics partners into the platform without having to sacrifice flexibility. The high-performance solution has established itself as the backbone of SAG’s online business and enables an annual transaction volume in the billions.

Thanks to the shoring model, the Swiss Automotive Group still has access to a global pool of specialists who work round the clock on innovative solutions for the e-commerce platform. ‘International collaboration with teams in Vietnam, Greece and Switzerland brings enormous benefits’, emphasises Martin Sager, Group CIO of SAG. ‘It means we

In Vietnam, the SAG Digital and bbv teams also share ­moments together outside the office.

bbv Greece carries out end-user tests of the e-commerce platform, among other responsibilities.

can rely on the best resources at all times without having to restrict ourselves locally.’ For SAG, this not only ensures efficiency, but also a team spirit that transcends borders and drives our shared ­vision forward.

More than just a service provider With a view to the coming years, SAG and bbv are determined to further optimise the web shop and add new, innovative functions. At a time when the requirements in online retail are constantly growing, the platform offers the flexibility to react quickly and efficiently to new challenges. With this long-term vision, SAG has opted for a solution that adapts to the complex needs of the automotive spare parts industry and optimally supports the company’s international trade relations.

Today, the two companies can look back on almost ten years of partnership, which is a perfect example of how employees in different locations can grow together with a shared vision. The employees in Greece, Vietnam and Switzerland work hand in hand to realise the vision of an efficient and future-proof e-commerce platform. The subsid-

iary SAG Digital, which was set up specifically for this purpose, also contributes to this today. One thing is certain: Over the years, the relationship between SAG and bbv has grown deeper and stronger than any normal service contract could ever have achieved. Martin Sager is well aware of this: ‘Our collaboration with bbv is not just based on contracts, but on trust and a strong personal connection. For us, that’s the glue that holds everything together.’

We import first-class quality As an established outsourcing partner, we support you with our offshore teams in every phase of your digital transformation – from strategy development to the successful implementation and maintenance of your software solution. At our locations in Vietnam and Greece, we have qualified specialists who work according to clearly defined bbv cultural principles.

en.bbv.ch/services/shoring

30 years of bbv — 43

New structures for greater efficiency Instead of continuing to expand its existing processes and infrastructures, Franke Coffee Systems decided to radically reorganise its software development department.

Today, value stream-driven teams work more efficiently, more agilely and with shorter development cycles. bbv supported Franke comprehensively during the transformation.

Text Felix Raymann – Photos Herbert Zimmermann

F

ranke Coffee Systems is a leading supplier of professional coffee machines and coffee services. Headquartered in Aarburg, the Franke Group division develops modular B2B solutions to enable it to respond flexibly to the customer needs of restaurants, cafés, hotels and coffee-to-go outlets.

No software, no coffee A strong research and development department has been crucial to the success of Franke Coffee Systems’ business from the outset, with software development playing a key role, driven by the expansion of digital services and offerings. It implements all the functionalities of the machine control system and guarantees the perfect integration of software and hardware. It also ensures that the user experiences the same concept across all ­machine series.

Over the past few years, the expansion of digital services and functionalities meant that Franke Coffee Systems’ software department had grown significantly. Although the number of software engi-

44 — 30 years of bbv

neers was increased, development capacity could no longer be sustainably expanded. ‘The parallel development of several product lines, simultaneous renewal of the shared machine software platform together with the general growth of the company – all of this pushed the existing organisational structures to their limits’, says Christof Hurni, Vice President Technology at Franke Coffee Systems.

For the owner-managed company, it became clear that the existing processes and structures would have to be changed so that software development could keep pace with the increased requirements and increase its output. ‘The aim was to enable the teams to scale better in order to implement the software customisations efficiently and respond quickly to customer needs’, says Christof Hurni.

A bold step into the future Franke Coffee Systems was aware that this meant a radical change with new roles and changing processes. Instead of a classic reorganisation, the company therefore opted for a holistic transformation

Jonas Ruesch, Christof Hurni and Martin Egloff (from left) in conversation.

30 years of bbv — 45

‘We didn’t want just any consulting office that optimises processes from their desks, but experts who are familiar with the business as well as with agile methodology and software development.’

Christof Hurni

of the department. ‘Thanks to their far-sightedness, those responsible at Franke Coffee Systems recognised the need for a fundamental reorganisation and had the courage to take the necessary mea­ sures consistently and comprehensively’, says ­Martin Egloff, Business Area Manager at bbv in the Medtech and Industry divisions.

Productive collaboration Franke Coffee Systems was able to put together the ideal team with Jonas Ruesch, Senior Consultant at bbv in the Industry division, and other bbv employees with expertise in agile development and requirements analysis. The Senior Consultant managed the transformation project, working full time on site for Franke Coffee Systems during the change process. He also took over management of the software development department at Franke Coffee Systems on request on an interim basis for the go-live of the new organisation. This approach proved to be successful in implementing what was a challenging project. ‘We realised right from the start that we needed professional external support’, says Christof Hurni. ‘We didn’t want just any consulting office that optimises processes from their desks, but experts who are familiar with the business as well as with agile methodology and software development.’

Value streams instead of hierarchies and silos bbv planned the entire transformation and developed a concept for implementation. With the decision to introduce a value stream-based organisation, responsibilities and competencies were

46 — 30 years of bbv

redefined and new team structures established, with individual teams aligning themselves independently based on specific missions along the entire value stream and thinking about the products as a whole. Disciplinary silos were dismantled and new workflows established. ‘Franke Coffee Systems showed a great deal of courage here, taking the risk of discarding legacy structures and completely rethinking them’, says Martin Egloff.

From now on, a product owner is responsible for formulating customer requirements, while the teams determine how the solution is implemented.

So-called ‘stream-aligned developer teams’ can now take on a complete value stream. Platform teams see these end-to-end teams as internal customers and empower and accelerate them by providing them with reusable solution modules. ‘The individual teams can now focus their expertise and concentrate on developing solutions and implementing customer requirements’, explains Jonas Ruesch.

Customer benefit is key The young software development team was open to more modern approaches, agile methods and value stream-based processes. ‘The entire change process worked well’, says Christof Hurni. ‘Now the teams are working hand in hand, as one. What counts is the result for the customer. No customer is interested in how we are organised internally and how the teams work. It’s the result that counts.

We have to deliver quality. And we are now in a position to do this’, summarises Christof Hurni.

Hurni greatly appreciates the close and intensive support that Jonas Ruesch and the bbv team provided throughout the transformation of the Franke Coffee Systems software development department.

‘We had complete confidence in bbv’s approach, even if some points had to be discussed thoroughly.’

Jonas Ruesch is also very positive. ‘We were given a lot of responsibility and were able to play an active role in shaping the process.’ Even though his proposals were initially greeted somewhat hesitantly at times, he and the team were given the opportunity to break new ground and demonstrate with

Productive cooperation: Franke Coffee Systems continues to rely on bbv’s expertise.

a ‘proof of concept’ – embedded in operations – that the new method works. ‘The great thing about this type of collaboration is that you get immediate feedback on your suggestions. You reap what you sow’, says Jonas Ruesch with a smile.

A change project with potential for the future With the transformation from a structure characterised by disciplinary silos to a value stream-driven organisation with agile methods, bbv has introduced an approach that Franke Coffee Systems is now successfully applying. The key points of the transformation were successfully put into practice within twelve months. With the reorganised software department, the teams now implement all developments for several product lines synchronously and coordinate them efficiently. The agile way of working ensures shorter development ­cycles, better planning and integrated product maintenance in order to be able to respond better to customer wishes and functional requirements.

The next step? Having successfully completed the transformation of the software development department, Franke Coffee Systems is now venturing to transform the entire product development department. ‘This project now brings even further aspects into play. Due to physical dependencies, such as supply chains or the design and construc-

tion of tools, the hardware-based R&D teams are organised more rigidly for historical reasons and employees have additional issues to deal with’, says Hurni. Accordingly, change management is somewhat more complex. ‘But we are convinced that a switch to value stream-based working will also have a positive effect on our business across the entire development department.’ Based on the concept developed for the software department, Franke is now taking over the internal management of this project. Jonas Ruesch is particularly pleased that Franke Coffee Systems is relying on bbv to support this project, too: ‘This shows us that we are on the right track with our approach of practical and highly vertically integrated ­consulting.’

Organisational design The digital transformation will only realise its full potential if employees are brought on board. People-centred organisational design refers to the approach that focuses on the needs and skills of employees, rather than technologies, products or processes.

en.bbv.ch/services/organisational-design

30 years of bbv — 47

Hidden talents All our employees have more to offer than just the skills that enable them to excel in their day-to-day work. A fact that everyone knows, but rarely appreciates. This quiz is designed to raise awareness of these qualities. Can you match the hidden talent to the right person?

1

On the high seas This person loves water – it’s not by chance that they have several diving licences. But even more exciting is the licence for ocean sailing.

In the last ten years, this person has therefore already been on several sailing holidays – and was able to save the life of someone who almost drowned on the beach.

2

Studio within your own four walls ‘I play guitar and like to sing loudly and off-key’, the person wrote about themselves.

But even more special is that they set up a small recording studio in their home to convince others of the loud and off-key abilities.

3

Back to the school desk Why God? This question was so important to this person that they returned to school to study theology alongside their work at bbv.

4

Master of the subject When this person puts on the dobok, they are facing a taekwondo instructor (gyosanim). Mastering this Korean martial art requires dedication and perseverance – it is the path to the second dan after achieving the first belt grades.

1

5

‘Guess which ...?’

Growing up in the golden age of television, the remote control and TV programme guide were a constant companion. That’s why this person has an unerring instinct for recognising any film from the last few decades on the basis of an excerpt, image, quote or melody.

2

6

Footloose Many people would like to have this person’s hip swing – after all, she has already earned her living by dancing.

Not only was she a street artist, but also appeared at international festivals and even as an advertising figure.

3 48 — 30 years of bbv

Who has which hobby?

A Vanesco Alain Jose Böhm

B Christian Fischer

C Britta Labud

D Christina Milousi

5

Axel Schmitz

F

6

PHOTOS: ZVG, UNSPLASH

Gerold Zbinden

ANSWER: 1B, 2E, 3C, 4D, 5F, 6A

4

E

30 years of bbv — 49

PHOTO: KIRA AUF DER HEIDE/UNSPLASH

Software quality workshop

Take your team on a treasure hunt Software quality covers a wide range of aspects. We have summarised these for you on the Software Development Quality Map (see inside). Take your team on a treasure hunt and book the relevant workshop. Together we will navigate the treasure map, discover the most important topics for you and prioritise them.

Using practical examples, we will give you suggestions for how to implement the topics in your company in order to measurably improve the quality of your software.

Workshop ‘100 times more software quality’ • Overview of topics that influence quality • Presentation of the various aspects of product and service quality • Journey of discovery on the Quality Map: mindset, communication, lean process, product discovery, team composition and collaboration, product production and product release • Identify and prioritise the most important topics for you with practical tips for implementation

Book your workshop on improving software quality and software modernisation: en.bbv.ch/insights/workshops-software-modernisation

Software Development Quality Map

Treasure map for development teams Good software quality is something every developer feels strongly about.

But what happens when something goes wrong and the software fails to live up to its billing? How can it be saved? The solution lies in the Software Development Quality Map: It takes teams on a journey of discovery and reveals possibilities for improvement in an entertaining and playful manner.

The map covers more than 80 topics in relation to software quality, arranged figuratively in eight countries. Readers can follow the orange route or explore the countries under their own steam.

They will sail through the ‘Stream of Team Building’, unwind briefly in the ‘Gulf of Legacy Code’ before they set off for ‘Bug Bay’ and the ‘Release ­Monster’, and ultimately reach the land of the ‘Product Release’. You can move forwards and backwards, exploring the countries along with their quality aspects.

There is no fixed order in the Software Development Quality Map. Only the preconditions in the ‘Product Production’ country are clearly laid down: first define the quality, then check it and commit to it before finally getting started.

Product or service quality?

The map also includes a second path that you can take to increase the product or service quality of software. For each quality topic, ­also known as a quality attribute, three topics are listed that have the most positive influ-

ence on the quality attribute. But be careful: Some of the quality attributes conflict with one another. This means that compromises have to be found to achieve the optimal ­result.

PRODUCT QUALITY The attributes of the created software product (based on ISO 25010:2023).

Functional suitability: H3, L6, I1 Performance efficiency: N7, N8, K5 Compatibility: N9, N8, R7 Usability: M7, H2, H1 Reliability: L2, M3, P8 Security: N8, P6, N2 Maintainability: O3, O6, Q4 Portability: N3, S8, P9

SERVICE QUALITY How the work is perceived by the customer (partly on the basis of SERVQUAL).

Expectation: H7, P2, N2 Effectiveness: H6, L3, I4 Efficiency: J5, E7, C6 Predictability: B5, C5, I6 Reliability: K2, B4, H4 Responsiveness: S8, C4, F8 Assurance: E4, G5, B8 Empathy: B7, E5, D6 Tangibles: L1, H3, J1

User Journey Design Thinking

Customer Journey Design Studio

User/ Customer Research

quality.bbv.ch

Impact Mapping

PR OD UC T D I SC OVE RY

Product Prototype

Service Blueprint

Product Vision

Empathy Map

PRECONDITIONS

Business Model Canvas

REEF OF SUNKEN INNOVATION SHIPS Crossfunctional Teams Idle Time (Slack Time) All Goals Visible

Sustainable Pace

WORK MODEL

All Work Visible

Team Alignment & Team Autonomy

Communication Map

Lean Startup

CO M M UN I C ATI ON

DevOps

Active Listening

MINDSET/ CULTURE

Positive Error Culture

Facts over Assumptions Conflict Management

C A PE

CO IC

Pull System

Decision Making Methods

DECISION MAKING

(Almost) No Handoffs

Decision Log

STRE A

Low WiP & WiP Limits

M OF TE A M BUI

Feedback Cycles

B

C

D

E

F

LDING

Organising Teams

TE A M OR G A N I SAT I ON

Low Number of Queues

Document Management

A

Shared Task Responsibility Collective (Code) Ownership

T

LE A N T HI N KI N G

Defer Decisions Decision Making Roles

Collaboration on whole Value Stream

L

Empirical Decision Making

TE AM COLLABORATION

NF

Diversity and Inclusion Simplicity

Team End-to-End Responsibility

Retrospectives

Product Focus

VALUES

(T-/ -)MShaped Team Members

Team Charter

Respect

Psychological Safety

Design System

Constructive Feedback

Small Steps

TRANSPARENCY

COMPOSITION

G

H

Communities (of Practice)

Continuous Learning & Improvement

I

J

The countries at a glance MINDSET/CULTURE Good teamwork has many facets. It is not just a matter of creating transparency or making decisions efficiently.

It is much more important to raise awareness of values and to divide working and unproductive times.

LEAN PROCESS This is about optimising work activities. How can the team work quickly and efficiently?

COMMUNICATION How do you communicate within the group? What rules are important to avoid misunderstandings?

TEAM ORGANISATION How should the team be organised and what should the working environment look like so that the team can work productively?

K

Zero Bug Policy Definition of Done

1

Decompose Work Vertically (by value)

Continuous Delivery

Product Change Management

Systems Thinking

Rolling Wave Planning

ENVIRONMENT

Simple Code

Hexagonal/ Clean Architecture

Root Cause Analysis

Continuous Documentation

2

Stakeholder Management

Risk Management

PROCESS

Definition of Ready

Standards

RACI Matrix

Coding Conventions

Evolutionary Architecture/ Design

Code Review

CODE QUALITY

PRODUCT PRODUCTION

Push/PR Review

Security

by Design Predictive & Reflective Design

Feature Toggles

GUL F

Modularisation, Decomposition/ Composition

OF

L EG

AC

Process Boundary Tests

Exploratory Testing

Scenario Tests Approval Tests

Behaviour Driven Development

Defect Driven Testing

Test Driven Development

6

System Behaviour Monitoring

USABILITY VALIDATION

Incidents

Usability Testing

Performance Testing

NON-FUNCTIONAL TESTS

Interoperability Testing Compatibility Testing

L

M

TEAM It cannot be taken for granted that a team will work towards the same goal with the same ideas. Which topics impact software quality in this respect?

N

Versioning (Product)

PR OD UC T R E LE A SE

7

MONITORING Continuous Integration

Load Testing Security Testing

Version Control

BRIDGE OF CONTINUOUS DELIVERY

TEST DRIVEN System Usability Scale (SUS)

5

DE

System Parts Interaction Tests

Compile Time Safety over Tests

Y

BUG B AY

System Smoke Testing

4

CO

Team Architecture Workshops

TEST AFTER

Pair Programming/ Pairing/Teaming (Mob Programming)

ARCHITECTURE & DESIGN

Design/ Architecture Options

3

Continuous Refactoring

Test Tenants

Testing in Production

Continuous Deployment

8

Configuration Management

Reliability Testing Installability Testing

O

PRODUCT DISCOVERY How can the product be developed so that it offers the value that the customer is willing to pay for?

CH A S

P

M OF

FA I L E D P

Q

PRODUCT PRODUCTION The product is being developed. Which quality aspects can be found in preconditions, environment, process, architecture, design, code quality, TDD, test after, usability, non-functional tests and monitoring?

9

RO DUC T S

R

S

PRODUCT RELEASE What steps need to be taken when the product is released or after the software goes live?

T