Given the importance of digitalization, investments and a joint, focused commitment are necessary to create a solid foundation for a digital Swiss brand core.
The discussions about the E-ID and the electronic patient record are lengthy.
Imago
Banks, cheese, chocolate, watches – that’s what everyone associates with Switzerland. But what will be the core of the brand in the digital world? Where can we take a pioneering role? Here, business, politics, education and social institutions have a duty to pave the way to reduce reservations among the population and arouse enthusiasm for the potential of the digital future.
The lengthy discussions about the E-ID, about the slow development of the electronic patient record, about the digital divide in the population, about the risks and benefits of artificial intelligence show what needs to be done if we move forward with Switzerland in the digital world For example, you want to create an association like “Digital first? Switzerland!».
Ideal conditions
The consensus in these debates is that digitalization can neither be stopped nor reversed. At the same time, ideas about who should take on what responsibility vary widely. The question of what the Swiss brand core should be in the digital world remains open. It is often said that countries like Switzerland are far too small compared to the USA, China, etc. to be able to set the tone. But countries like Estonia, as a pioneer in e-government, or Israel in the area of cybersecurity, show us how smaller countries can also take a leadership position.
With its GDP per capita, its education system, its industry (mechanics, robotics, etc.) and its ICT sector, Switzerland would have ideal conditions to take a leadership role. Know-how, technologies, infrastructure, innovative spirit, investment power – everything would be there. However, when it comes to the central requirement of getting the population more involved in digitalization, the argument is too often based on complex, federalist decision-making processes, implementation difficulties and the lowest common denominator. This is not the way to build a leadership role.
The majority of the population, as citizens and consumers, is relatively clear that digitalization needs to be pushed forward. At the same time, around a third have fundamental skills gaps. The isolation of older people is seen as the greatest social danger of digital exclusion.
Coordinated engagement
To support the over 30 percent of the population who cannot find their way around everyday digital life – be it financially so that they can afford access, or through training courses to enable them to acquire the necessary skills, or in some other form – , is a Herculean task that must be tackled in a coordinated manner with a strong solidarity between business, politics and society. If Switzerland is actually serious about taking a pioneering role, massively stronger and coordinated commitment from the actors is required here.
An example: The federal government is investing 43 million francs in promoting the basic skills of adults. The cantons would have to at least double the amount. If we optimistically assume fivefold, that would result in an investment of around 73 francs per person per year to support the said third of the population with training. Or let’s take the approximately 60 million francs earmarked for Switzerland’s digital administration from 2024 to 2027. Broken down to the entire population, this results in an annual per capita investment of around 1 70 francs.
Given the importance of digitalization, I am not sure whether these investments are enough to create a solid foundation for a digital Swiss brand core. One thing is clear: Switzerland can only claim a top spot when all actors pool their efforts and assume their responsibility. We and many other industry and business representatives will actively make our contribution.
Andre Krause is CEO of Sunrise.
