Simon Gese

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Title
M.Sc.
Last Name
Gese
First name
Simon
Email
simon.gese@unisg.ch
Phone
+417 122 47262

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    Innovation Leaders: Wie Schweizer Unternehmen in Krisenzeiten durch Innovation überzeugen
    (2026-09)
    Thomas Friedli  
    ;
    Simon Gmeiner  
    ;
    Simon Gese  
    ;
    Lenny Matterstock
    ;
    Julian Mundl
    Die Schweiz belegt laut dem Global Innovation Index seit 15 Jahren ununterbrochen den ersten Platz als innovativstes Land der Welt. Dennoch hinterlässt die aktuelle Lage der Weltwirtschaft Spuren, vor allem in der produzierenden Industrie. Der zehnte Swiss Manufacturing Survey geht diesem Widerspruch nach. Ein Spitzenrang im Innovationsranking sagt vor allem etwas über die Rahmenbedingungen eines Landes aus, nicht aber darüber, ob einzelne Betriebe daraus tatsächlich einen Vorsprung im Markt gewinnen. Wie gut das gelingt, steht im Zentrum dieser Ausgabe. Zur Einordnung dient die Rheintaler Pyramide, welche in der letzten Ausgabe des Whitepapers vorgestellt wurde. Diesmal konsequent auf Innovation bezogen. Sichtbare Innovationsleistung entsteht erst, wenn Strategie, Prozesse und Kultur eines Unternehmens ineinandergreifen, und wenn es gelingt, Bewährtes zu verfeinern und zugleich Neues zu wagen. Über die Innovationsmatrix liessen sich unter den 388 teilnehmenden Betrieben 40 Innovationsführer bestimmen. Sie übersetzen ihre Innovationskraft in belegbare Resultate: Ein Drittel ihres Umsatzes stammt aus neuen Produkten, mehr als doppelt so viel wie im Branchenmittel, und sie sichern ihre Entwicklungen deutlich häufiger über Patente ab. Dieser Vorsprung schlägt sich in harten Kennzahlen nieder. Am Standort Schweiz erreichen die Innovationsführer doppelt so oft eine EBIT-Marge von über 20 Prozent wie der Durchschnitt, sie gewinnen Marktanteile hinzu und geben Kostensteigerungen weit häufiger an ihre Kunden weiter, statt sie selbst zu tragen. Für die übrige Industrie ergeben sich daraus vier Ansatzpunkte: Differenzierung über Mehrwert statt über den Preis, die gezielte Nutzung der Schweiz als Standort für Forschung und Entwicklung, ein faktenbasiertes und entschlosseneres Handeln bei geopolitischen Verwerfungen sowie der frühe und breite Einsatz digitaler Technologien. Die Botschaft dieser Ausgabe ist damit klar: Wer im Abschwung in Innovation investiert, überbrückt nicht nur die schwierige Phase, sondern verschafft sich genau dann einen Vorsprung, wenn andere zurückstecken.
    Type:monograph
    URI:https://alexandria.unisg.ch/handle/20.500.14171/138571
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    Swiss Manufacturing Survey 2026 - A national study
    (2026-09)
    Thomas Friedli  
    ;
    Simon Gese  
    ;
    Simon Gmeiner  
    ;
    Immanuel Robles y Zepf
    Between early April and the end of June 2026, the Chair of Production Management at the Institute for Production and Supply Chain Management conducted the annual Swiss Manufacturing Survey, designed to provide detailed insights into Switzerland's current strengths as an industrial location. In 2026, the survey was completed by 404 respondents from 388 companies, including 78% SMEs and 22% large companies with more than 249 employees. The survey contributes to the early identification of future developments, providing companies, industry associations, policymakers and researchers with a basis for decision-making to strengthen Switzerland's position as a business location. Among other aspects, the 2026 edition examined the innovativeness of Swiss manufacturing companies and their competitiveness in a shifting geopolitical environment. For participating companies, the results serve as a benchmark, enabling them to evaluate their own development and compare their position with industry peers. Furthermore, the findings support companies in preparing for future challenges and adjusting their strategies to remain competitive in an international environment.
    Type:work report
    URL:https://pscm.unisg.ch/fileadmin/user_upload/HSG_ROOT/Institut_PSCM/Production_Management/swiss_manufacturing_survey_and_award/SMS26_GeneralReport26.pdf
    URI:https://alexandria.unisg.ch/handle/20.500.14171/138574
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    Integrating Operational Excellence and Digitalization
    (ETH – HSG Manufacturing Alliance, 2025-10-21)
    Mark Grothkopp  
    ;
    Simon Gese  
    ;
    Evangelia Stathi
    ;
    Florian Lang
    Manufacturing companies navigate two often conflicting strategic initiatives: Traditional operational excellence and digitalization. While both target process improvements, they differ substantially from each other. Thus, a conscientious approach to the integrated management of both is required. This white paper investigates their integration across three levels: intra-program, inter-program, and individual level. The intra-program level examines the incorporation of digital tools and data within a single operational excellence program. The inter-program level explores the interfaces and potential overlaps between digitalization and operational excellence. Finally, the individual level considers the future ways of working of operational excellence practitioners, with particular focus on the digital skills and competencies they will require. Despite widespread recognition of potential benefits, successful integration remains an ongoing challenge. Companies continue to struggle with organizational silos, technical hurdles, and cultural divides between traditional operational excellence practitioners and digital experts. To fully realize the benefits of digitalization and operational excellence, organizations must adopt an approach grounded in shared goals that align operational and digital priorities, clear dedicated roles bridging both areas, and integrative processes that connect the programs rather than allowing them to run in parallel. Interpersonal relationships play an equally important role, fostering trust and collaboration. When these elements are reinforced by the organizational setup, the combination of digitalization and operational excellence is more likely to move beyond isolated pilots and deliver sustainable value. At the same time, the role of operational excellence practitioners is evolving. No longer solely process experts, they must leverage digital literacy, methodological expertise, and above all, change management skills. Likewise, the digital experts must develop beyond technology embracing process understanding.
    Type:work report
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/124648
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    Swiss Manufacturing Survey 2025 - A national study
    (2025-09)
    Thomas Friedli  
    ;
    Ronja Hermann  
    ;
    Simon Gese  
    The ninth edition of the Swiss Manufacturing Survey, conducted by the Chair of Production Management at the University of St.Gallen, analyzes the state of the Swiss manufacturing sector, current challenges and future industry trends. Despite facing weak growth and geopolitical uncertainties, the study reveals that Swiss industry remains globally competitive. Profitability stabilized in 2024, with many firms improving their operational performance and making progress with their digitalization initiatives. Overall, the study highlights Switzerland’s enduring strengths in quality, reliability and innovation.
    Type:work report
    Issue:9
    URL:https://item.unisg.ch/divisions/production-management/english/swiss-manufacturing-survey-and-award/
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/124157