Learning and trends from the crisis – CYP

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With CYP on your side, you’re ideally prepared for every professional challenge and can therefore be self-determined and successful.

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# The new standard

We live and work in a world that looks different than a year ago. The coronavirus has not yet disappeared. The new normality is slowly taking shape.

According to futurologist Matthias Horx[^1], the corona crisis is a deep crisis that is changing culture, society and the economy. In recent months, many people have experienced the dual function of a crisis: the pandemic has destroyed something and at the same time demanded and encouraged a new beginning. Crises often have paradoxical effects – terror can turn into new beginnings, fear can give rise to the courage to build something new together with others. Crises can strengthen people and social relationships. In the lockdown many have experienced a new form of self-efficacy with which they have coped with their changed lives. This experience can be compared to an inner awakening.

[^1]: Matthias Horx, «Die Zukunft nach Corona: Wie eine Krise die Gesellschaft, unser Denken und unser Handeln verändert», Ullstein Buchverlage, 2020

The crisis holds the chance to change the way many people think and feel. The result can be a different collective mindset, a new epochal consciousness. Where is the journey heading? We have tracked down 10 trends.

Most of these trends have been around for a long time; the pandemic has accelerated them, in some cases rapidly.

# 1. Labour market meets new challenges
Many Swiss companies reacted surprisingly quickly and skilfully to the announcement of the extraordinary situation. The labour market is currently facing a major challenge. In the second quarter of 2020, companies advertised 27% fewer jobs than shortly before the corona crisis – according to the Adecco Group Swiss Job Market Index.[^2] All occupational groups are experiencing a slump, but to varying degrees. Job advertisements for occupations in the technology and natural sciences (-17%) and in construction and finishing (-18%) have seen the least decline, while job advertisements in the hotel and restaurant industry and personal services (-39%) have seen the greatest decline.

[^2]: Adecco Group, [Swiss Job Market Index](https://www.stellenmarktmonitor.uzh.ch/de/indices/asjmi.html), 2020

In addition, massive job losses are expected as a result of digitisation, which will also bring with it the disappearance of entire professions. At the same time, new occupational fields are emerging and require skills that are not yet considered in current training programmes. This is making itself felt in practice, as the Federal Statistical Office[^3] has investigated: More than 50% of all companies in Switzerland report difficulties in finding suitable skilled workers on the labour market. In the case of large companies, the figure is even around 75%.

[^3]: Bundesamt für Statistik, [Fachkräfte für die Schweiz](https://www.datocms-assets.com/25771/1600414852-blog-4-fachkraefte-fuer-die-schweiz-de200918.pdf), 2011

International analyses reach similar conclusions. According to a trend analysis[^4] conducted annually by the consulting firm PwC, around 80 per cent of CEOs see the difficulty of securing the required skills in the company as a risk factor for their business. Leaders are most concerned about a loss of innovative strength in their company. They see the solution in upskilling – in developing new skills in the current role – and in recruiting new employees.

[^4]: PwC, [PwC US CFO Pulse Survey](https://www.techrepublic.com/article/80-of-cfos-are-considering-cost-containment-measures/), 2020

# 2. New Work is spreading rapidly
Around the world, entire teams have moved from open-plan offices to home offices to protect themselves and others from the pandemic. Events have become virtual conferences and meetings have naturally taken place online. Hardly anyone would have thought that change could happen so quickly before.

Above all, applications such as Zoom, Microsoft Teams and Google Hangouts benefit from the new way of working together. It is very likely that the solutions will remain popular in the long term, even if the risk of infection drops again. According to a study by Gartner[^5], two thirds of employees would prefer to work from home in the future and hold team meetings in the virtual world. New Work is well received.

The Corona crisis has already revolutionised our working world and also provided for more leadership intelligence, empathy and self-determination.

The revolution will continue. New Work also means letting go of the old. In the everyday working life of the future, trust in others and independence will become important qualities. Employees will be challenged to play an entrepreneurial role and encouraged to develop their full potential. They should be given maximum freedom in which to try out new things. Cooperation will also change: Teams will work in a networked and agile, self-organised and self-determined way. Knowledge will be shared so that employees and companies become more adaptable. We can prepare ourselves for the fact that, thanks to less hierarchy, companies will also need fewer managers. Professional authority is all the more in demand.

[^5]: Gartner, [9 Future of Work Trends Post-COVID-19](https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19), 2020

![](https://www.datocms-assets.com/25771/1601280658-cyp200624115.jpg?ar=736:368&fp-z=1.2&fp-x=0.2&fp-y=0.5)

# 3. No way around innovation
The corona pandemic is one of those shocks that can drive companies to make innovative leaps for which they were previously too little creative and disruptive – for fear of change. When supply chains collapse and employees are quarantined at home, digitalisation and the fourth industrial revolution suddenly seem much more attractive. The digital transformation has brought with it a host of growth opportunities and challenges. For example, the way we think about competition has changed significantly as the competitive environment has been turned upside down in many industries – for banks and utilities, telecommunications, media, consumer goods, music and entertainment, health and tourism, hotels and mobility.

Corona is becoming an accelerator of the digital transformation and is changing markets forever. The obstacles to this transformation, such as rigid structures, skills gaps and reluctance at management level, are suddenly removed. Digitisation is more than a trend. It is about a process of social and cultural change, about a new kind of leadership and strategy. Most companies will have to make much greater efforts and reinvent themselves after the crisis – or risk disappearing.
 
# 4. Resilience beats efficiency
There are people we admire for their mental strength. Even in crises they remain level-headed, unemotional and radiate optimism. These people have a high level of mental resistance – they are resilient.

In our highly dynamic world, resilience is a decisive advantage. Because freedom and opportunities often mean more stress in dealing with the unexpected. Resilience describes the self-confident handling of uncertainty and complexity, which includes self-discipline and self-organisation. The goal is a culture of openness, in which scope for creativity, experimentation and innovation can grow.

A certain amount of our personal stress resistance is genetically determined. The good news, however, is that resilience can be trained like muscles. A resilient person makes mistakes, stands up again, straightens the crown and moves on.

# 5. Silver Society - among us
The over-60 age group is growing fastest almost everywhere in the world. In 2050, despite Corona, they will account for two billion people[^6] – 330% more than at the turn of the millennium. The development towards a Silver Society will have far-reaching consequences at all levels: The family, the health system, education, mobility, consumer behaviour, urban development and of course the world of work 4.0 will be affected.

[^6]: Dr. Thomas Würzberger, [Corona zeigt auf: Generationen müssen zusammenarbeiten](https://thomaswuerzburger.com/blog/corona-zeigt-auf-generationen-muessen-zusammenarbeiten/), 2020

By 2024, the proportion of the working population aged 50 years and older is expected to reach 40%.[^6] We will work in teams in which almost half of the team members will be 50 plus. Together we will work out strategies on how artificial intelligence can benefit the company, which digitisation measures need to be pushed forward and how New Work can lead to more productivity. All these diverse topics will not only arise in the minds of the young savages. Experienced employees will have their say and help shape the future. It is therefore important to make intelligent use of the potential of the Silver Society.

# 6. Online shopping is booming
Closed specialty shops, curfews, supply bottlenecks, great uncertainty – in recent months most industries have suffered heavy losses. However, not all companies have been affected to the same extent. Purely online companies are less affected by the crisis. Swiss Post had to schedule extra shifts to deliver all the parcels it ordered. In the long term, online food retailers could benefit from the Corona crisis, as could other online shops. Even people who were previously reluctant to shop online have been convinced of the benefits in recent months.

![](https://www.datocms-assets.com/25771/1600429426-roboter-105.jpg?ar=736:368&fp-y=0.46)

# 7. Nothing works without technology
People are open to new technologies when shopping online. For 59% it makes no difference whether they are advised by man or machine, as long as the service is right.[^7]
During the pandemic, many people have found new ways to keep in touch. The majority of respondents enjoy video conferencing with friends after work or meeting new people online. Fitness streams are also happy to have many participants – bringing workouts into the living room. On the other hand, sharing offers (bike sharing, car sharing, Airbnb) are becoming less attractive. Owning something yourself is once again more appreciated.

[^7]: PIDAS, Whitepaper [Chatbots – Hype oder Helfer?](https://www.datocms-assets.com/25771/1600422903-blog-4-chatbots.pdf)
 
# 8. Cash disappears from everyday life
Influenza viruses can remain on banknotes for up to two weeks, according to a study by the University Hospital of Geneva.[^8] Cash continues to be withdrawn during the pandemic. Customers in shops, restaurants and museums are being asked to make contactless and mobile payments. Cash no longer plays a role in online shopping anyway.

[^8]: Swissinfo.ch, [Die Schweiz lernt, ohne Bargeld zu leben](https://www.swissinfo.ch/ger/wissen-technik/nach-corona_die-schweiz-lernt--ohne-bargeld-zu-leben/45721390), 2020

The Twint app, which can be used for mobile payments, currently records around 7000 new users every day, according to its own information.[^9] Smaller retailers also offer Twint as a means of payment in their web shops. And in the small neighbourhood bakery, bread can be paid for by scanning a QR code. The use of contactless and mobile means of payment protects employees and customers.

[^9]: Finews.ch, [Corona: Twint will die Gunst der Stunde nutzen](https://www.finews.ch/news/banken/41363-twint-corona-wachstum-geschaeftsleitung-strukturen), 2020

# 9. Systemically important occupations are valued
Which occupations are systemically relevant? Who keeps the infrastructure running and who ensures that we can continue to live halfway normally despite the ongoing pandemic? Supermarket and drugstore salespeople, public transport drivers, postmen and women and rubbish collectors deserve great respect – this has become clear in the pandemic.

People working in medicine and care have become the focus of attention and appreciation. During the crisis, they have become highly visible, and they always perform at the risk of their own health. The imbalance between social benefits and pay is obvious and may change.[^10]

[^10]: Zeit Online, [Applaus vom Balkon reicht nicht](https://www.zeit.de/arbeit/2020-03/systemrelevante-berufe-coronavirus-pflegekraefte-kassierer-wertschaetzung), 2020 

# 10. The new «we» culture
The new «we» culture can no longer be ignored: New forms of communities, collaborations and co-operations are forming everywhere. What will the we-society of tomorrow look like – and what consequences will it have for companies that want to organise themselves in a forward-looking way?

Social media play a decisive role, because they give us the feeling of being in the same boat as others.

Younger people go shopping for older neighbours, others sew masks and give them away to care institutions, non-profit organisations distribute books to children – our time is characterised by a sense of community. As a society, we try to act responsibly and protect risk groups. Cohesion and support are very important and neighbours are suddenly no longer strangers, but people with whom we can overcome a crisis together. It is quite possible and desirable that this sense of community will continue after Corona.

![](https://www.datocms-assets.com/25771/1601281907-cyp200624095.jpg?ar=736:368&fp-z=1.1&fp-y=0.6&fp-x=0.4)

# Future emerges from crisis

The old normal was a hectic time, characterised by the «bigger-faster-higher-further» mentality. And then suddenly came the great silence – at the airport, at the train station, in the city centre and in the stadium. Do we really want to return to the old normal? Crises always open up two possibilities: They can lead to something new, which steers the future in a different direction than expected, or they can lead back to the familiar old.

Come with us and sit down on the chair of the future: It is September 2021, you are sitting in a street café in the autumn sun and thinking... What has changed? What might be forever?