Key Takeaways
Where do organizations in Switzerland stand today, and what are the biggest challenges they face?
Many organizations in Switzerland have invested a lot in digital solutions in recent years. Nevertheless, employees often continue to face a heavy administrative burden, duplicate data entry, and inefficient processes in their day-to-day work. Our myneva Trend Study 2025 shows that Swiss organizations are above the European average when it comes to mobile work environments, digital shift scheduling, and mobile applications.
At the same time, the reality is quite different: digitalization does not automatically lead to reduced workload. Many organizations have introduced digital solutions in recent years, yet they still face manual intermediate steps, media breaks, and duplicate data entry in their daily work.
The reason often lies not in the individual software, but in the lack of an overall architecture. Systems have been added over the years, but processes have not been consistently reimagined. This results in fragmented system landscapes that tend to place an additional burden on employees rather than relieving them. This is exactly where digital transformation begins: not with the next tool, but with the question of how work, processes, data flows, and systems interact effectively.
„Not every digital solution creates relief. What matters is whether processes, systems, and people are a good fit.“
– Renato Wyss
What is the difference between digitization and digital transformation?
In practice, digitization and digital transformation are often used synonymously, but they describe different things. Digitization means supporting or replacing existing processes with digital solutions. This involves converting analog workflows into digital systems, such as when documentation, billing, or planning are handled using software. Digital transformation goes a decisive step further. It is not limited to individual processes but takes a holistic view across the organization. The goal is to transform workflows, structures, and collaboration so that digital technologies can realize their full potential.
With the increasing use of artificial intelligence (AI), it has become clear that digitalization alone is no longer sufficient. Organizations must be able to flexibly develop processes, data, and technologies and integrate them effectively. Digital transformation is therefore also a leadership task. It requires clear responsibilities, prioritization, and a willingness to critically examine existing workflows.
„Digital transformation can ease the burden on caregivers – but if implemented poorly, it can have exactly the opposite effect.“
– Renato Wyss
How can organizations in Switzerland successfully implement digital transformation?
The first step is to gain clarity about the current situation. Organizations need to know which processes are working well, where inefficiencies arise, and in which areas employees are burdened by manual work, duplicate data entry, or media breaks. Building on this, a clear strategic objective is needed. “We want to become more digital” is not enough. An effective goal would be, for example: “We want to reduce the documentation workload per shift by 20 percent.” Targets like these make it clear whether digitization is actually having an impact.
Next, processes must be looked at holistically. It is not about digitally replicating existing workflows one-to-one. Rather, organizations should examine where data is generated, how it is processed, who uses it, and which manual intermediate steps could be avoided. With AI, this becomes even more important. AI can only provide meaningful support if data is structured, available, and embedded in the right processes. Poor processes do not automatically improve with AI. On the contrary: they often just become visible more quickly. At the same time, the future viability of the solutions implemented is crucial. Systems must be integrable, adaptable, and scalable. This capability is becoming increasingly important, particularly with regard to AI, because new technologies only deliver value when data, processes, and system architecture work together seamlessly.
However, the most important factor for success remains employee engagement. Digital transformation must not be seen only as an IT project. Those who will eventually work with the solutions must be involved, trained, and supported early on. Otherwise, resistance will arise, even if the technology makes practical sense. Implementation should be done in stages. Not everything needs to be changed at once. The key is to start where the greatest operational benefit lies and to embed this step by step into an integrated system landscape.
What can partners like myneva do to help organizations navigate the path to digital transformation?
Providers like myneva can offer support where technology, processes, and practice must come together. Organizations need systems that do not exist in isolation but rather interlock and work together seamlessly. If this is not achieved, complex structures emerge with numerous interfaces, media breaks, and additional effort in day-to-day work. That is why myneva follows a platform strategy. Our goal is to avoid isolated solutions and provide organizations with an integrated system landscape that can be expanded step by step. This is particularly important in the Swiss market because many organizations already use digital systems, but these do not always work together optimally.
However, technology alone is not enough. It is crucial to support organizations in the practical implementation as well. myneva’s consultants in Switzerland are familiar with the practical side of care as well as the technological aspects. They understand the requirements of the facilities, are aware of typical concerns about new solutions, and help integrate digital solutions meaningfully into daily work.
In the end, digital transformation only works if leadership, employees, and technology are all aligned toward the same goal. Technology can open up many possibilities – but real progress only happens when people are actively involved in change processes.
That’s why I live by one core principle: “Turn those affected into participants!” – Renato Wyss
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