STILL conexxt Nr. 04

STILL conexxt Nr. 04_EN

2฀CONTENTS BIG PICTURE04 The longest and highest glass bottom bridge worldwideNEWS06 Robot advancements06 Top delivery performance in India06 Logistics 50 meters underground07 The new STILL MX-X VNA truck07 Smart alarm canvas for lorries07 STILL honoured as innovation leaderTITLE STORY08 Mission courage: Start-up or global player: Turning new ideas into innovation requires courage. Read how an entrepreneurial mindset requires courage and how you can acquire it.13 Interview on the courageous drive behind digital change with Thomas Voigt, Head of Corporate Communications with Otto Group.VISIONARY14 Elon Musk, Entrepreneur-guru from Silicon Valley.0817

TäglichesMeetingSprint-Phase2฀-4 WochendFIELD REPORT17 A strong brand for a strong brand: Mast-Jägermeister SE and electric power from STILL: Electric trucks with exclusive looks in Wolfenbüttel.20 Star feature: The new OPX order picker family convinces with innovative features and the largest range of variants on the market.OUTLOOK22 Failure is necessary: In America failures are deemed necessary as part of the learning process. Failures are the steps up the ladder to success. Stop being afraid of failures and start to appreciate and learn from the experiences gained in the process.24 SCRUM: Agile project management based on trust, initiative and a sense of responsibility by everyone involved – an overview.ADVICE26 My perfect morning routine – how to ensure a smooth start to the working day.27 Typically... Hamburg. A day in the Hanseatic city with Sandra Detlefsen.TRENDS AND TECHNOLOGY28 Exciting DIY projects for everyone – not only the handymanSERVICE30 Books: ‘Disruptive Thinking’, ‘Fear, your best friend’30 Apps: ‘Headspace’, ‘Alarmy’31 Puzzle2824Daily meeting

NEWS ROBOT ADVANCEMENTS According to the research ‘Robotics4Retail’ by the EHI Retail Institute e.V. automation and robotics solutions are becoming ever more important for retail. 55 per cent of the participants interviewed in the survey hope for sav- ings and increasing eﬃciency, 41 per cent aim to save work for their employees? According to a third of the interviewees, an important criteria for successful imple- mentation is the qualiﬁcation of the employees who are entrusted with the implementation of complex processes. Another third would like to deploy automated systems for repetitive, unaltering processes. According to the survey, robotic systems with artiﬁcial intelligence are particularly relevant for complex and dynamic processes. NEWS Reasons for automation/robotics in retail (absolute ﬁgures) Source EHI 2017 99.9998 DELIVERY RELIABILITY The supposed best and most reliable delivery service worldwide is located in Mumbai. The Dabbawala organisation collects 200,000 meals per day from Indian housewives to deliver them to their husbands working in cities. The service delivers at a dream rate of virtually 100 per cent – despite many of the drivers being illiterate or never having visited a school. The labelling system based on colours, ﬁgures and letters helps to deliver the right dishes to the right place. According to the owner, Raghunath Medge, this success is not applicable to western companies. His motto ‘think local, act local’ is diﬃcult to apply to globalised markets. Image: Joe Zachs from Pune, India (The Bombay Dabawalla) UNDERGROUND LOGISTICS The vision for 2045: Swiss cities and logistics hubs are connected by gigantic tunnel systems. That is how a project run by Cargo sous terrain AG wants to free the roads of the confederation from increasing cargo traﬃc. A tunnel system with a total length of 450 km is planned to redirect road based cargo traﬃc underground. According to the plan, pallets and containers with parcels, general cargo and bulk materials are to be moved by electric vehicles about 50 metres below the earth’s surface in six-metre wide tubes. A cableway mounted on the tunnel ceiling is to move light loads like letters and small parcels. In 2030 the ﬁrst section could connect Zurich with Härkingen – Niederbippin located between the Alps and the Jura mountain range. Underground transport: logistics hubs in major Swiss cities are planning to be connected by a three-lane tunnel system 50 metres underground. Image: Cargo sous terrain AG 06

NEWS NEW STILL MX-X VNA TRUCK Perfect performance and comfort – STILL oﬀers the MX-X (man-up) series with new models. These trucks score with a load capacity of up to 1,500 kg, unmatched driving speeds of 14 km/h and most innovative assistance systems. Another characteristic feature of the trucks is their maximum ergonomic comfort for the operator – after all the operator often spends many hours at his workplace without interruption. Together with the autonomous order picker iGo neo CX 20 and the also new OPX order picker trucks, STILL now oﬀers the youngest order picker ﬂeet on the market. ALARM CANVAS FOR LORRIES 300 million Euros is the annual damage in Germany alone, which is caused by criminals who cut open lorry canvases to steal valuable goods. Now a student from Bremerhaven sets out to tackle the lorry-thieves. Andreas Gießler developed a simple, eﬀective and easily retroﬁtable alarm system: a thin wire grid woven into the canvas. It is powered by an independent power source and scares thieves oﬀ with a loud alarm sound if it is damaged. At the moment the alarm system is undergoing its ﬁeld test with the transport operator Koch International. Planned costs for the alarm system are approximately 3000 Euros. Image: Gumpanat/Shutterstock.com STILL HONOURED AS INNOVATION DRIVER OF THE MEDIUM-SIZED COMPANIES The renowned expert panel at compamedia GmbH that awards the TOP-100 seal, honoured STILL as an innovation driver amongst the German medium-sized companies. The judging panel of the innovation competition is made up of many renowned German scientists and politicians, including Prof. Dr. h. c. Reimund Neuge- bauer, President of the Fraunhofer-Gesellschaft, CDU group chairperson Julia Klöckner and Cem Özdemir, federal chair of BÜNDIS 90/DIE GRÜNEN, the two latter being prominent German political parties. STILL was recognized for its development of the iGo neo CX 20, the ﬁrst autonomous order picker truck produced in series that recognises its operator and follows them independently through the warehouse. “Our customers are amazed by the truck’s 47 per cent higher pick performance compared with the conventional order pickers,” explains Dr. Henry Puhl, Chair of the STILL Management Board. STILL awarded as the TOP-100 innovation driver with the seal for medium sized companies. In line with the trend: the autonomous iGo neo CX 20 order picker interacts with its environment. 07

TITLE STORYNEW WAYS TO SHOW COURAGE – Ieave the excuses behind and just do it!Most of the time mental blocks can be diﬃcult to overcome, especially in the complexity of everyday corporate life. There are many reasons for a distracted mind, so it’s important to look at the cause of this in our every day lives. Be courageous! EARLY PRACTISE MAKES PERFECT It all starts with a positive attitude towards life. In other words: having a mindset of “the glass is half full and not half empty.” Fear and caution are two mindsets which are deeply rooted in human nature by evolution and positive thinking requires practice and constant learning from mistakes. Only after we have turned a mistake into a positive anchor point for our personal development, we can learn from it. Our relationships can help us to make this important turnaround in our minds: parents, partners, colleagues or role models. Courage needs to be learnt as early as possible in life. But the trend of parents who ‘wrapped their children in cotton wool’ and never allowed them to fail started to emerge in back in the 1980’s and it is this attitude which has hindered the development of courageous personalities.Our public education system reinforces this trend. Courage, creativity and being a ‘unique individual’ are not usually supported and traditionally help is not asked for. Today, education is more about meeting curriculum expectations and the result is a society staying ‘on the safe side’ with an underlying fear of change. However, digitization forces us to take bold steps into the future instead of persisting with old models. A text book example of this is the signiﬁcance of car sharing systems which has been growing for years. The automobile that used to be obligatory in the past will eventually lose it’s signiﬁcance. WHO DARES, WINS! “Fail early and often” – that is the entrepreneurial mantra in Silicon Valley. “Having courage to fail is the respective mindset in the start-up community over here.” Developing constructive criticism’ within companies is an important behaviour, and teaching stakeholders to embrace change no matter how many obstacles you have to face. But how does that reﬂect in our lives over here? Well, Germany and its start-ups have a diﬃcult relationship. The general public perceives start-ups as either some sort of parallel world in their own universe or as a news supplier for the yellow press!09

10Oliver Samwer, ﬁgurehead of the German and Berlin start-up communi-ty represents this category like no one else. In the economic magazine ‘Wirtschaftswoche’ (issue 12 dated 17.03.2017) he admits to having burnt about 642 million Euros in his former Rocket Internet investment holding. Does entrepreneurship need the boldness to take risks? Proof that the general public binds the two terms tightly together is made apparent by the success of TV shows like Dragon’s Den. In the show, courageous start-up entrepreneurs face a panel of investors – which takes courage.But the investors also show courage: spontaneously they invest tens of thousands of pounds into the presented start-ups – based on instantaneous decisions. The TV show presents entrepreneurship as something exotic and thrilling and not as a behavior which should be part of everyday life.The agenda of many company founders shows that at the beginning… courage is easier, because if an enterprise fails – the drop is not so steep. Start-ups aren’t as developed, so there is less to lose which gives room to survive and hope for a successful future. During this phase positive thinking makes the diﬀerence. Those who follow in the footsteps of role models like Steve Jobs or Bill Gates will ﬁnd their way. These entrepreneurs had the skill to see what will be marketable one day and had the courage to stick with it. These are the stories needed to develop courage. Just like young children learn from the heroes in fairy tales, role models are also needed amongst colleagues in any corporation. After all, courage is not always received with open arms. Standard answers, like ‘no way’ are often heard in response to unor-thodox proposals or ‘please ask my senior manager’. Or even worse: ‘we all know that this won’t work’. This type of argument is a safe way to respond but serves no purpose in encouraging courageous behavior.BOLD ENTREPRENEURSHIPWhat connects courage and entrepreneurship? The economist Joseph Schumpeter puts it in a nutshell: “An entrepreneur is a person who is ready and capable to coin new ideas into successful innovations. An entrepreneur is the cause of change which leads systems away from balance. An entrepreneur is the cause of industrial dynamics and long-term growth.”TITLE STORYLEARNING COURAGE… BY NEW THINKINGComplex challenges need courage to rethink things. Hasso Plattner, co-founder and SAP mastermind on on Design Thinking, developed his courage principle at the Hasso-Plattner Institute in Potsdam. The introduction of the three major P’s: People (the team), Place (a liberal environment) and Process (open culture of error). Multi- disciplinary teams automatically think out of the box. That supports the ‘we’ approach and leads to common creations. Important: ideas unfold best in a free and ﬂexible working environment with open targets. A six step process which denotes continuous and repetitive innovation encourages an open error culture. This activates the thinking potential of the team and voices intuition. At ‘FuckUp-Nights’, courageous founders share the stories of their failures. Meanwhile FuckUp-Nights are hosted in over ten countries. On the picture: an event in Berlin. Image: www.nordsonne.de

11Today, the question is whether the concept of long-term growth of an entrepreneurial idea is still valid. The new guiding principal is ‘disrup-tion’. This refers to innovative developments that push existing technol-ogies or existing products or services completely out of the market. The sustainability of business models long deemed safe havens may erode with a single app. The best known example: in the USA is Uber – who have pushed the traditional taxi business out of the market with an app-based hiking system. The virtually literal ‘Uberisation’ with its motto ‘Experiment’ and ‘Just do’ seems to be the silver bullet for entrepreneurs.Companies with a strong tradition should encourage their employees to take unusual paths, instead of defending the status quo. Inno- vation should be at the forefront of any successful business. As many inno vations as possible need to be developed in close cooperation with customers and not hidden in development departments. This will create a positive culture for innovation focusing on target groups, trying new solutions and understanding failures as part of a success-ful concept.COURAGE TO TALK ABOUT MISTAKESThe courageous and somewhat weird title of the event is to signalise the deliberate break-up with familiar behaviour patterns: ‘FuckUp Nights’ are events where start-ups and entrepreneurs openly talk about their failures. Sold-out venues prove the initiators are right. Those who have failed are not received as losers, but as personalities who have grown on the fundament of their failures. The organisers imported the idea for an event in Mexico City. The story goes that onenight, ﬁve start-ups came together and courageously reported their failures to each other. It was from this point that the concept evolved. Meanwhile over ten countries and 30 cities host FuckUp-Nights. In the USA (as well as in the tech-community) in Israel, failure is a natural part of entrepreneurism. Discussions about whether failure has a positive aspect or not, would not have previously taken place in these countries. If a founder in Silicon Valley fails ﬁve times, no-one ques-tions that he will try a sixth time. ADVANCED COURAGE Do those who have been successful for a long time still need courage for change? The answer is a clear ‘yes.’ Clayton M. Christensen gives us the reasons for this in his management text book which has become a bestseller – ‘The Innovator’s Dilemma’: In the end, leading companies fail, according to Christensen, because they do everything right. In times of disruption, the traditional success factors like customer optimi-sation, proﬁt and growth orientation may start to threaten an organisa-tion. It is having courage to perceive a situation where perhaps it does not make sense at the outset, e.g. going against main stream customer demands, investing in less performing products with lower margins or moving into smaller market segments that may not be as fast growing.TITLE STORYLEARNING COURAGE… FROM ONESELFCourage needs one main ingredient – learning to trust in oneself and one’s own capabilities. Courage is like a muscle that needs training...ideally every day and here’s how you can do it: think about a situation in your life when you were especially courageous. For example situations, that you avoided because you feared them, but are now part of your every day life. Remember this situation and take the attitude you felt at the time into your working day today. Body posture plays a huge part to play in how you feel. Walking upright with your head held high and making sure strong eye con-tact is given at all times. Set yourself small tasks that require courage every day. This can be small tasks at home or work where you feel out of your comfort zone. Allow yourself to make mistakes. Often we are not courageous, because we fear errors. Remember, it’s better to beg for forgiveness than it is to ask for permission.LEARNING COURAGE…FROM ROLE MODELSThe best motivation for courageous behaviours are people who became successful from nothing, just by having courage. Like Joanne K. Rowling who became the richest woman in England by writing the Harry Potter books. Her starting point was very modest. Rowling was married, worked as a teacher and lived in Portugal. Her marriage broke up. With a half-done manuscript in her hand baggage she returned to Great Britain as a single parent. “I was as poor as poor as one can be in England without living on the streets.” Twelve publishers rejected her manuscript. In 1997, ‘Harry Potter and the Philosopher’s Stone’ was printed with a starting edition of only 500 copies and then her victory began. Her recipe? You can choose to do whatever you like in this life…but giving up is not an option!Uber has shown that the dependability of seemingly secure business models may erode with a single app and an innovative idea. www.uber.com

TITLE STORY The Otto Group is a good example of showing courage when driving digital change: the former best performing mail order company now performs better in online shopping and puts its stakes in short-cycled digital development steps. Image: Otto press photo A clear example for this is the victory of the smart phone. When this device superseded conventional mobile phones, companies like Nokia and Siemens vanished from the market. To prevent this from happen- ing, the Hamburg based Otto Group were just in time to do things diﬀerently. The former largest mail-order company founded in 1949, had to pass this title onto the younger and more agile company Amazon. With Amazon as a competitor, Otto Group was facing a competitive situation and needed an entire transformation of its retail services. According to the data analyst ‘Slice Intelligence’, the giant from Seattle currently picks 45 cents from every dollar spent on the internet. The recipe for success sounds simple: “Every day we place hundreds of bets.” says Jeﬀ Bezos.’ In an interview with the German newspaper Handelsblatt, trusted partner Jeﬀ Wilke recently added: “A major corporation like Amazon must allow its people to experiment”. Courage should be thrown in as a recipe for success – this is what Otto Group realised early on. For some time now, today’s chair of the supervisory board, Michael Otto and his management board have been encouraging agile management which has empowered every individual in the compa- ny with a new level of responsibility. ‘De facto’ means that individual companies are accountable for themselves. Intensive corporate commu- nications ensures that everyone knows what is going on and where the group is heading. This internal dialogue is organised by a team hosting up to 220 events of all sizes per year. The events range from Best-Practice-Clubs to conventions for all sales and the group marketing board – the group marketing board. There is always a long term corporate strategy. However it is scrutinised at very short intervals and revised if neces- sary. The suc cesses? Lighthouse projects like ‘Collins’ or ‘About you’ and the high digital turnover generated by the Otto Group are proof that courage is the right virtue here. COURAGE FOR AUTONOMY IN INTRALOGISTICS Courage is also needed to manage the ever complex and volatile ﬂow of materials and information which makes the expansion of online retail possible. Every forecast points out that the future will be with smart logistics and production solutions in which human, machines and resources communicate via cyber-physical systems just as directly with each other as if they were communicating in a social network. The layout of warehouses and production facilities and their geographi- cal locations will cease to be ﬁxed whilst the trend develops towards mobile logistics systems with adaptable infrastructures. Instead of static production and storage facilities, future logistics will consists of hubs i.e. ‘Hub2Move’ – a relocatable platform which will continuously adapt to changing requirements. These locations will contain smart vehicles connecting robotics and intralogistics. An example for this is the autonomous order picker iGo neo CX 20 developed by STILL. This smart human-machine collaboration allows the operator or coordinator to pick jobs that are waiting for delivery. “Autonomous trucks like the iGo neo understand their environment and react to it completely independently,” underpins Erik Düvel, Product Manager Autonomous Trucks/Advanced Systems. He adds: “For more than ten years, software solutions and autonomy have been vivid ﬁelds of compe- tency at STILL which we have developed ourselves in the framework of research projects.” The autonomous industrial truck is ﬁtted with a laser based detection system allowing it to recognise the complete warehouse environment. Besides racks or obstacles, the system also recognises its operator and other people. As a smart part of the traﬃc, the truck slips into the current ﬂow of materials, independent of individual local situations. The truck takes the step from conventional automation to autonomous driving and moving without any pre-settings or external remote control. This way safe driving in convoys consisting of autonomous and conven- tional industrial trucks is made possible for the ﬁrst time. A courageous step taken in Hamburg to pass the gate to future world’s of intralogistics. 12

TITLE STORY TITLE STORY INTERVIEW WITH THOMAS VOIGT, OTTO GROUP The Otto catalogue: formerly the lifestyle bible of the Federal Republic and a piece of cultural history today. Digital change has radically changed consumer wishes – and the sales channels alike. The global active retailer and service provider Otto Group generates approxi- mately 70 per cent of its retail turnover with its over one hundred digital shops. The dynamic change to become an online retailer needs courage, both technologically and culturally. How can a traditional company, take its people and customers into the digital future? We have talked about this with Thomas Voigt, Head of Corporate Communications Otto Group. DIGITAL CHANGE IN TRADITIONAL COMPANIES – PROJECT OR PROCESS? It’s clearly a process – at least with the Otto Group and dialogue at eye level of everyone involved – youngsters as well as seniors. Of course innovation in newly founded start-ups staﬀed with ‘digital natives’ is easier initially because there is no ballast consisting of traditions and hierarchies that are carried into the future. However, only business ideas that ﬂourish in the real world will yield proﬁt in the long run and that needs in-depth knowledge and experience which we have been collecting since 1949. The best example is: online furniture retail. That is an area in which great service experience is needed throughout the process from delivery to the installation at the home of the customer and this is one of the advantages which ‘traditional companies’ have. DO ALL 123 GROUP COMPANIES MARCH IN STEP ON THE OTTO PATH? No and this would not take us to the goal either. 123 companies means 123 independent micro cultures. How do you umbrella all these values? Deﬁnitely not by imposing given values. At the headquarters we prefer to enter into a dialogue with the people responsible for the individual companies. The point is to autonomously adapt the impetus of permanent change to the individual circumstances and micro culture in each company within the strategic guidelines of the board. This is done by many local events but also online. The core message is that this cultural change is a continuous adaptation which is never completed. At ﬁrst, this confused some individuals. However, the pressure to change also rests on the brand itself. HOW DOES THE OTTO GROUP CREATE THE COURAGE TO TAKE NEW PATHS? First of all by giving everyone involved a clear answer to the ques- tion: where do we want to go and why? In December 2015 the associates and the management of the Otto Group at the headquar- ters in Hamburg kicked oﬀ the initiative ‘#Kulturwandel 4.0’ [culture 4.0] at a live-streamed event addressing all 50,000 colleagues. The declared goal was to change the attitude and behaviour of the people throughout the company towards more versatility, ideas and equal communications. DO YOU TAKE A ‘TOP DOWN’ OR ‘BOTTOM UP’ APPROACH? Both at the same time. It was clear to Otto that the initiative #Kulturwandel 4.0 that our new alignment and consequently corporate philosophy could not be devel- oped by an external consultant company but had to come from the core of the Otto Group itself. Over 3,000 employees contributed ideas and proposals to the ‘Otto Group path’. This is versatility taken seriously and it was the basis to develop the leading motto ‘Together we set the standards’. From this, the board developed the strategic guidelines by the end of last year. ISN’T SO MUCH AUTONOMY VERY RISKY? Courage to change also means courage to lose detailed monitoring. However, it does not mean to lose control. One insight is important: we need to not ‘suﬀer’ the change but actively contribute to it. The overarching ‘Otto Group path’ is individually set up in each operative unit right down to every individual colleague. ON A SCALE FROM 1 TO 10. HOW WELL HAVE YOU PROGRESSED? It cannot be quantiﬁed that way. But a large number of notable changes are already visible. For example the work of the supervisory board is made transparent oﬄine and online. We do not talk to people but with them instead. Everyone is addressed by informal address which friends use in Germany. We also keep the Otto Campus as versatile as possible e.g. to work from a home oﬃce. All of this together creates a pioneering spirit and freedom which allows for unusual, but very good ideas. For example ‘OTTO NOW’ is a rental platform for goods that had been bought earlier. This shows courage to take up business ideas that may even potentially cannibalise the traditional business model of the group. 13 13

14All or nothingFROM INTERNET TO MARS – Elon Musk’s relaxed approach to the seemingly impossible made him a god of Silicon Valley. Important ingredients to his success recipe: courage to rethink things from the roots and extreme readiness to take risks. More than once, Musk put all his eggs in one basket.VISIONARYELON MUSK 28 JUNE 1971“I WILL SPEND MY LAST DIME ON MY COMPANIES.”“Do you think I’m crazy.” Talking to his biographer, the American journalist Ashlee Vance, Elon Musk put this rather rhetorical ques- tion more to himself than to his partner. Actually many of his plans sound crazy or at least they did, because by now the son of an engineer and a nutrition counsel who grew up in Africa has turned an impressive number of his visions into reality – and along the way he built his own rocket factory, amongst other things.NOTHING IS IMPOSSIBLEInstead of rockets, most people ﬁrst think of Tesla electric cars when they hear the name Elon Musk but driving electric mobility forward is only one face of Musk’s creativity. He owns most of the progress made in astronomy and space, automotive and energy industries. Besides excellent technical expertise, his success is mainly based on extreme risk tolerance, the unshakable belief in his own ideas and unconditional courage. Musk dared to make enormously complex physical products that seemed impossible to do until he tried. Again and again he placed all his bets on a single horse. He risked ﬁnancial ruination and turned catastrophic set-backs into spectacular successes.AHEAD OF HIS TIMEBut from the start: Musk’s rise to become a star entrepreneur began in 1995. Driven by his enthusiasm for technology, he jumped right into the dotcom rush and founds the company Zip2 together with his brother Kimbal. At the time Zip2 was a mix of Google Maps and Yelp. The idea is ahead of its time and this creates problems. Hardly any potential customer is able to understand the beneﬁts for a company to be present in this new thing called ‘the internet’, but Musk be-lieves in his idea and works tirelessly day and night, and expects this of his employees as well. He never seems to leave the oﬃce and sleeps on a beanbag beside his desk. He asks the early risers amongst his staﬀ to give him a little kick when they arrive at the oﬃce in the morning. Then he gets up and continues to work.With this iron-strong attitude, he turns Zip2 into a success. In 1999 the computer manufacturer Compaq buys the company for 307 million dollars, Musk makes a proﬁt of 22 million. Some of us might have settled down and enjoyed life with that kind of money, but not Musk. He puts nearly all the money into a new start-up. A company that is to become the world’s ﬁrst online bank and that later on gives

15VISIONARYbirth to PayPal. Even in the risk tolerant Silicon Valley people are shocked that someone would puts so much of their freshly gained wealth into something as questionable as an online bank.SPACE, THE FINAL FRONTIER….That is nothing compared to what was to come: as the main individ-ual PayPal shareholder, Musk becomes incredibly rich when eBay bought the company in 2002 for 1.5 billion Dollars. After taxes, Musk makes a net proﬁt of about 180 million Dollars. That money would not only be enough to retire comfortably, it would be enough to turn a lifetime into a never ending champaign party, but what does Musk do? Without catching breath, he invests 30 million in the solar company SolarCity, 70 million in Tesla and 100 million in SpaceX, his own space company.Of all of Musk’s economic activities, the investment in SpaceX probably oﬀers the clearest picture into the mind of this strong-willed billionaire. His aim is not primarily money or power, but to change the world and his lifetime achievement is to make a positive impact on the continued existence of mankind. How does he want to do that? Well, he wants to solve the problem of renewable ener-gies and make mankind a ‘multi-planet species with a self-sustain-ing civilisation on another planet’ and he is completely serious in this vision.ELON, THE MARTIANMusk’s oﬃce at the SpaceX headquarters in Hawthorne is decorat-ed with two large Mars pictures. One shows Mars as we know it today: a dead red lump and the other shows the planet as a green land humans can live on surrounded by ocean. Musk is determined to push rocket costs far enough to make it economically and practi-cally feasible to ﬂy supply missions to Mars and establish a manned space station there. Sounds ridiculous?That is what the whole space industry thought when at the turn of the millennium Musk announced that SpaceX would be the ﬁrst private company to send a rocket into orbit and then a space cap-sule to ISS and underscore current costs by magnitudes. His private assets and the assets of investors he took on-board seem ridiculous compared to the billion-dollar-budgets of the space industry and the military. The reality is that Musk proved everyone wrong and on September 28, 2008 SpaceX sent the ﬁrst privately built rocket to orbit the earth. On May 22, 2010 the Dragon capsule built by SpaceX successfully reaches the ISS and the costs are far below what the experts would have ever dreamt of.COURAGE TO RETHINKSpaceX undergoes a metamorphosis from a poor joke of the space industry to one of its most reliable suppliers. The company redevel-ops the necessary technology from scratch, uses common place electronic equipment and produces all the important components by itself in the USA. Musk leads the company like an agile tech-start-up from Silicon Valley and has the courage to completely throw out work processes that are ﬁrmly established across the industry. The desks at SpaceX are scattered all over the building.Top level programmers have their workplace right next to the welders and the mechanics who build the parts. Engineers travel to the test facilities and make necessary adjustments right on the spot.They perform open-heart surgery and already launch the next test while the lethargic competition wastes days, weeks and months with internal coordination.Musk once said: “I will spend my last dime on my companies” and he did. On the way to his goal he faces ﬁnancial ruination. To keep his companies running after several failed developments, he invest-ed his last ﬁnancial reserves and begged every investor he knows to lend him more money. Meanwhile Musk looks like the walking dead and instead of his private jet, he travels on the budget airlines but this is the point where Musk stands out over other industrial leaders because he has the ability to concentrate amidst crisis. Instead of being beaten by the emotions which are attached to failure, Musk immediately starts to analyse and create a new plan. Musk’s vision is always about moving forward.GIVING UP IS NO OPTIONAfter years of costly development failures, the third test launch of the SpaceX rocket Falcon 1 also mutates a catastrophe after a VISIONARY

16VISIONARYpromising start. Whilst SpaceX employees watching the launch via web video already started to cheer in joy over the ﬁnally successful start, a malfunction exploded the rocket just before it reached its destination. Dolly Singh, HR manager at SpaceX, remembers the moment clearly: “It was the dammed worst day I have ever had. Normally you do not see grown-ups cry, but here you did. We were tired and emotionally broken.”At that point Elon Musk had already invested his last cent (and all the money of his investors) into SpaceX. He knew that there would be just enough for one ﬁnal test launch. If it failed, SpaceX and all his values would be history. What does a man do facing such an abyss? Only minutes after his failed start he turned to his staﬀ and encouraged them. He said: “Come on, we will do this, everything will be okay. Don’t go loopy,” Singh reports. THE PLAN WORKS OUTIn the end things are more than okay. SpaceX develops greatly and with the Model S, Tesla builds the ﬁrst car that gets 99 from 100 possible points in the American Motor magazine. That does not only make it the best electric car, it makes it THE best car.So, is Musk crazy? The prominent investor and venture capitalist Peter Thiel reaches the following conclusion: “We would like to assign this success to pure luck but to a certain degree we have to ask ourselves whether his success is not a verdict against all of us who have worked on much more modest projects. Just in case the world still has doubt in Elon, I would say this shows how crazy the world is and not how crazy Elon is.”All quotes in this article from the German biography by Ashlee Vance and translated into English.

FIELD REPORT CHALLENGE Ensure frictionless operation of the bottling line and the downstream processes. Exclusive paint coat for the electric trucks. SOLUTION Eﬃcient warehouse equipment and extremely agile RX 20 electric trucks in the Jägermeister ‘look’ are a perfect ﬁt for fast goods handling maximise in the beverage industry. PRODUCTS Ten individualised RX 20 electric counter balance trucks, seven EXV high lift pallet trucks and four EXU low lift pallet trucks. Mast-Jägermeister SE, manufacturer of the well known herbal liqueur and STILL GmbH are connected by many years of partnership. An electric ﬂeet of STILL trucks ensures the smooth ﬂow of bottling as well as the upstream and the downstream processes at the bottling lines in Wolfenbüttel in Lower Saxony, in Kamenz and in Graz in Styria. THE SECRET OF GOOD PARTNERSHIPS Tender phases are the perfect opportunity to strengthen successful partnerships and show the business partner how much one appreci- ates the good cooperation. This is what happened at Mast-Jägermeister SE and STILL GmbH when the known manufacturer of herbal liqueur published a tender for more than 21 new industrial trucks for their ﬂeet. “During the whole tender, the cooperation was outstandingly professional and based on partnership. Questions and requests were always listened to and addressed immediately,” says Jens Kramer, Technical Purchaser at Jägermeister and responsible for the procure- ment of the trucks. EXTRAVAGANT PAINT COAT To what degree STILL is able to customise its solutions emerges from the special appearance of the RX 20 electric trucks: Their paint coat carries the exclusive Jägermeister branding. The deer head and the brand name are a perfect match with STILL in bright orange on the black background paint of the trucks. “During all my time with STILL, I have never seen such a special paint,” says Heinz Brockmann, Head of Regional Sales at STILL. “We have found reliable partners who support us in the implementation. I think the result speaks for itself.” However, the visual opulence was only the icing on the intralogistics cake served by STILL. In the decision for STILL’s electric trucks, Jäger- meister mainly focused on the aspects of eco-friendliness, ergonomics and safety. These compact energy savers consume substantially less energy than the trucks we used before and at the same time they score with enormously dynamic driving characteristics. Special com- fort is guaranteed by the driver’s seat with pneumatic suspension and heated seats. “The trucks are compact, eco-friendly and technically state-of-the-art. Beyond this, they are equally comfortable and safe for our employees”, the purchaser praises the trucks. HUNTING INSTINCT: MARKETING WITH EXPERIENCE FACTOR Crucial for the great success of the world’s best selling liqueur are its authentic appearance and the innovative marketing of the brand. Instead of taking a uniform approach, Jägermeister designs bold, dynamic and country-speciﬁc marketing. This is why the appearance greatly diﬀers from country to country. In Spain, Jägermeister takes a Rock’n Roll approach whist being chic and en vogue in Italy and Hungary. Wherever possible, Jägermeister takes a direct and personal approach to contact its customers in places where the people can experience the brand: events, bars or music festivals. The largest marketing tool is the ‘Jägerettes’ programme. Initially introduced in 1986 the USA, attractive young ladies visit bars to share Jägermeister Action: RX 20 at Jägermeisters’ drinks with guests for free. 18

FIELD REPORT THE HERBAL LOOP Thanks to STILL each piece of the bottling line smoothly runs perfectly with the others: lorries deliver the famous shining green one-litre bottles which are stacked in seven layers on the pallets. The lorries dock onto special loading bays where the pallets are unloaded by STILL EXU low lift pallet trucks. Electric RX 20 counter balance trucks move the clean empties from the marshalling area ﬁrst to a block storage and then to the production lines. Parallel to this, STILL’s EXV high lift pallet trucks moves the cardboard boxes for the retail packages, each of which can hold twelve bottles to the respective machines. At the WORTH KNOWING • Jägermeister is made of 56 herbs, ﬂower blossoms, roots and fruit as well as 35 % vol. alcohol. • The recipe originates from Curt Mast, who was a keen hunter which is where the brand name is derived from. [The German word for hunter is Jäger, and Meister stands for master.] end of the line they are ﬁlled, capped and packed. The bottles roll oﬀ • Today Jägermeister is served in 129 countries. the belts on pallets wrapped in ﬁlm sheets. Here they are picked up by RX 20 electric trucks and moved to the block storage. From there they are loaded onto the lorries and the loop closes. • About 80 per cent of the turnover is generated outside of the German home market. Crucial for the cycle is the reliability and availability of the industrial • The largest Jägermeister markets are the USA, Germany, trucks. Should a truck fail or a service technician be late, the complete Great Britain and Spain. production starts to be hindered. That is just why Bettina Riemensch- nei- der-Schilling, Head of the Workshop at the Jägermeister site in Linden is so convinced of the partnership with STILL: “Jägermeister is • In 2016, 91.4 million 0.7l bottles Jägermeister were sold worldwide. a strong brand. For us in bottling, a frictionless process including the • 1993 Jägermeister introduced the ‘tap machines’ and took up-stream and down-stream processes is important. That is why it is the brand out of the dark freezer. comforting to know that with STILL we have a strong and dependable partner at our side for our industrial trucks.” • Meanwhile over 200,000 tap machines have been installed in nearly 120 countries. STILL EXU low lift truck and RX 20 electric trucks in the one-litre empties block storage at Jägermeister. 19

POWER:Strong performanceThrillingly dynamicOPX – Eﬃciency and comfort are the core of the new STILL OPX order pickers. Thanks to the unique range of variants and many innovative features, this series oﬀers the right standard truck for virtually every application.Powerful acceleration up to 14 km/h and high load capacities of up to 2,500 kg perform a boost in turnover. And with the optional Lithium-Ion battery even around the clock.STAR POSTERPRECISION: Reinventing the wheelPrecise and sensitive: The STILL EasyDrive steering wheel is the best steering wheel that STILL has ever developed. All functions are in reach without changing grip and the EasyMove switch paddles make operation even easier. You’ve never had such a good hold over your work.SAFETY:No compromise With its optional LED daytime running lights and the STILL SafetyLight, the OPX offers maximum safety for the operator and other traffic. Thanks to the steering angle-controlled cornering speed reduction – Curve Speed Control, the operator can always rely on the best grip when cornering.20

COMPACTNESS:Uniquely agileERGONOMICS:Relaxingly comfortableThanks to the dampened workplace for the driver, a hinged seat for long driving distances and a particularly low access, the operator is always comfortable also during long shifts. The smart pedestrian operation reduces frequent access and exiting of the truck.Compact dimensions and a newly developed drive gear make the OPX incredibly agile. The truck always makes full use of this strength when the workplace for the driver is lifted up. The steering wheel is raised together with the driver to the first level, offering full control of the truck at all times. This ensures optimum use of the available warehouse space.STILL OPX – Nine variants for powerful performance: The new order picking family consists of as many as nine different variants. The newest trucks are the OPX 25 and the OPX 25 Plus which each have a load capacity of 2.5 tons, and the OPX-L 16 which performs optimally in the tightest of spaces with its mast lift and the particularly short load wheel arms.ENVIRONMENT:Pure performance eﬃciencyThe high turnover performance of the OPX goes hand in hand with very low power consumption. Together with features like the energy saving LED spotlights and the efficiency mode Blue-Q, the OPX sits right at the top of sustainable warehouse helpers.21

22OUTLOOKSOCIAL STIGMAIn the safety oriented German society failure of a founder is almost seen as social crime. After all, there is a reason why Germany has a demand for organisations like the ‘anonymous insolvencies’. A community of fate where failed entrepreneurs meet in a secured environment without prejudice to carry the burden of their stigma together. A study by Michael Frese, economy-psychologist at the Leuphana-Universtiy of Luneburg shows how far this culture reaches. The scientist has compared error tolerance in 61 countries. Germany and Singapore are at the bottom of the list.“In crisis, bad companies are destroyed. Good companies survive. Large companies improve.” Former Intel boss, Andy GroveWHOEVER FAILS, LEARNSOther European countries show how it can be improved and how failed companies can be encouraged to make a fast reset. In France, for example, credibility ranking deliberately omits entries that list past bankruptcies. Where German bank oﬃcers quickly close the folder with the business plan, France sends out a clear message: failure is no stigma; get up and try again.This positive attitude is even more prominent in America, in particu-lar in the start-up Mecca Silicon Valley. Failures are part of the business here. Those who have failed, have learnt a lesson, paid the price and become mentally stronger knowing which mistakes to avoid next time around. Failure should be seen as something positive after all and may even help to ﬁnd a new job in the future. American HR departments are particularly interested in applications where Complete the following sentence: Failure is … The probability that your idea will give the sentence a slight negative view is quite high. In hardly any other country failure is as outlawed as it is here in Germany. The picture of Germany shows a performance oriented society that measures people by their successes and punishes failures.Failure is necessary HOW FAILURES DRIVE SUCCESS In Germany, “whoever fails must fear scorn and deride.” The Federal Republic presents itself as a society that condemns those who fail. Other countries show how this can be improved because they appreciate the process of failure as part of a courageous ‘can-do’ mentality.

23OUTLOOKFAILURE AS A BASIS FOR SUCCESS The Howard Hughes Medical Institute (HHMI) founded in America by the eccentric billionaire shows that a positive attitude towards failure actually leads to greater success. The institute pushes its scientists to take risks and move along new paths, even if they are constantly accompanied by the risk of failure along the way. The license to fail, proves to be a successful model. American economists have com-pared the results produced by the HHMI to the results produced by the National Institute of Health which is a traditional research institu-tion. The result is the scientists at the HHMI produced more original ideas, the articles they published were quoted twice as often and they won more awards. On the other hand, they failed more often and a larger portion of their results were ignored – the price for spectacu-lar breakthroughs.Also the life of many famous people shows that the way to success is often paved with stopovers at failures. Walt Disney was ﬁred because a newspaper publisher attested his ‘lack of ideas’, and he went bankrupt several times. The automotive pioneer Henry Ford took three attempts to establish the Ford Motor Company. Thomas Edison tested 9,000 ﬁlaments before he was able to light a bulb.What counts is the courage to overcome the fear of making mistakes and to see failure as temporary and ﬁnd the good in it. It is the mis- takes that move us forward, they show us the way to the real ﬁndings. To put it in the words of the long standing IBM boss Thomas Watson: “The fastest way to success is to double the failure rate.”“Professionals will only make new mistakes. The stupid will repeat mistakes. The lazy and the coward will make no mistakes.” Oscar Wilde, Irish authorcandidates show failures but more importantly how they didn’t give up. This attitude towards unsuccessful attempts supports a ‘can-do’ mentality of people who are not scared of trying. Of course they may fail, but then they just try again making use of the experience they have gained.“ou can climb the ladder even when some of the steps are made by failures.” Konstantin Wecker, German musician and authorA QUESTION OF ATTITUDE From inside out, it is having the right mindset and attitude towards 'change' which will help to move things forward. The Hamburg based psychologist Heinz Becker tells the ‘Spiegel’ magazine: “Stand up to your failures and keep your head held high.” Here something scien-tists call ‘resilience’ comes into play. Having the inner strength of a person which enables them to handle crisis, failures and defeats.Resilient personalities reject the role of the victim and stay optimistic and creative. Instead of dwelling in self-pity over past failures, they look for a better solution for the future. They did not become suc-cessful despite the unfavourable circumstances – it is exactly these circumstances which made them successful. This kind of attitude is easily trained and can even be ﬁred up by failures. In his book ‘The obstacle is the way’, the American entrepreneur and bestselling author Ryan Holiday shows that it is not the obstacle itself that makes the diﬀerence, but how one perceives it, handles it and whether one manages to stay in control. In this case one may even grow with the obstacles. People are able to give an extra little bit of energy when they face resistance which they may not in normal circumstances. So my advice is: “Just like oxygen alights a ﬁre, make the obstacles become the fuel for the ﬁre of your ambitions. Every obstacle is only there to let the ﬂames inside you burn brighter.”

24OUTLOOKThis customer does not like to wait. His task: a completely new, autonomous hand-luggage trolley that passengers place their cabin luggage on and that autonomously takes it through the security checks and returns it to the passenger. This will make opening suitcases, starting laptops and unpacking cosmetics an issue of the past. Quick innovations are needed, but overwhelming bureaucracy, love for planning and little practical experience cost the company that won this order too much time. This is where ‘Scrum’ came in. As part of agile project management, this method uses regular status updates and adaptation to changing requirements to deliver quick results. A scrum team has three members: product owner, scrum master and project team.THE TOOLSThe vision, the goal and the application proﬁle of the innovative luggage navigator are at the focus of the development. To cooperate well, the scrum team has access to a helpful tool kit: the story cards.Put in simple terms, the story cards describe the requirements and the features of the luggage navigator.For example, only customer and user needs, ergonomics, reliability and customer service count. This describes the expert competencies which the team must have.(Product) backlogAll the requirements from the story cards are kept in the backlog which is similar to a to-do list. In a way this is the speciﬁcation of the luggage navigator. As the project becomes more concrete and a production solution starts to emerge, the backlog becomes more detailed. In addition, each team player is assigned a speciﬁc task. Better ways to the goalSCRUM – AGILE PROJECT MANAGEMENT – rugby, a game with a bundle of players going after the ball without any recognisable hierarchy is the guiding vision: a mixed team develops product solutions that precisely match the customer requirements by continuous exchange. Tasks and solution progress are constantly updated in a common list. Completed points are marked to avoid duplication of work.PrioritiesThe luggage navigator has to fulﬁl every task alike. But how is it best to reach customer and user satisfaction? The factors that pay-in to this aspect are prioritised. Other factors are cancelled or combined with others. Tasks that are technically not feasible are postponed for the time being and are re-addressed for updates or in further development steps. THE PROCESSUntil the ﬁnal goal is reached ‘Sprints’ and daily ‘Scrum Meetings’ ensure eﬃciency. Each sprint takes two to four weeks. Just like the autonomous luggage navigator, the team homes-in towards its goal. Sprint: Plan – Present – ReviewAll tasks and subtasks of the sprint are taken from the backlog. Special points or details are clariﬁed in advance. Project owners present the results at the end of the sprint phase. After each sprint phase, a review reveals potential improvements for the next step. Step by step the luggage navigator takes shape. Daily meetingsEvery day, short 15-minute meetings are held. In the meeting all steps taken to deliver the goal of the sprint are discussed such as what has been completed since the last meeting, what are the hurdles to be overcome and what will be completed by the time of THE PRODUCT OWNERHe sees the luggage navigator in front of him. As product owner he knows the customer’s requirements just as well as his own company’s production facilities and sales capacities.THE SCRUM MASTERHe makes the luggage navigator move. The scrum master provides the resources and voices the team’s opini-ons. As a facilitator he is responsible for the methodology, its implementation and the adherence to the metho-dology as well as the perfect framework for the product solution.THE PROJECT TEAMThe team builds the luggage navigator from many diﬀerent components. Together all necessary tasks are solved independently and without hierarchy. What counts is the expertise of the team players and contributions are voluntary.

25OUTLOOKthe next meeting etc. To keep the meetings short and to the point, they are often held with the participants standing up. Project completionAfter all sprints have been successfully completed and the project goal is delivered, the result is handed over to the product owner. The luggage navigator is launched. Of course without a champaign shower. SUMMARYOn your marks, get set…go! In scrum processes the traditional project manager does not take a leading role but the role of a facilitator. The agile way of project management is based on trust, independent initiatives and a sense of responsibility of everyone involved. Besides expert knowledge, social skills make a diﬀerence. If these conditions are met, ‘scrum’ promises bespoke and fast production solutions with little consumption of resources. Or, put simply, it’s a better way to reach the goal.This is how scrum works: large projects are split up into subtasks which are completed during the sprint phase. Daily short meetings keep the team up-to-date.The scrum board holds the ‘story cards’ (what does the customer want) and the completed to-dos.(Product) backlogDaily meetingSprint tasksSprint phase 2 - 4 weeksStory cardSCRUM BOARD

26#myperfectmorningroutineADVICETHIS IS HOW YOU CAN CREATE A RELAXED START TO THE DAY – duringhis workday Heiko Görtz, freelance creative consultant and conneXXt editor-in-chief, juggles with many deadlines. His morning routine gives him a relaxed foundation to ensure he masters the day in front of him. Here he shares his personal routine and how you can develop your own.not just more relaxing to read – it is more relaxing in real life too. It gives me a feeling of inner peace which I take into the day. I would love to prescribe you this recipe for a perfect morning routine but that is impossible. There is no single routine which will ﬁt everyone, but I do want to inspire you and motivate you to rethink your start to the day and try your own routines. Start slowly. It is the small steps that make the diﬀerence. Try what works for you and I promise you it will make a diﬀerence. However, I have a few general tips for you which you may want to follow. These are some basics that will help you develop your own perfect morning routine.1. MINIMISE DECISIONS: Decisions cost a lot of energy. To avoid an unnecessary waste of energy in the morning, get your outﬁt for the day ready before going to bed. Note the most important tasks for the next day when you stop working.2. GET UP EARLIER: yes, at ﬁrst this point is the most diﬃcult and may require you to go to bed earlier in the evening, but is it worth it. If you rise earlier, you will have more time for morning routines which will increase your wellbeing and allow you to make a relaxed start to the day.3. FORGET ABOUT THE SNOOZE BUTTON: I am sure, your intellect has told you this often enough and it is right. Nodding oﬀ again and again for ten minute intervals does not help at all. It only prolongs the process of waking and getting up. Instead, make use of the time for a morning walk or a yoga session.#7:40 The alarm sounds. I push the snooze button for the third time. 7:50 the alarm yells at me again and wakes me sharply. Damn, now I am really late. I force myself out of bed, rummage my wardrobe for some clean and suitable clothes and stagger into the bathroom. Quickly brush my teeth and shower. I remember that I have an important meeting at 09:00. My movements turn hectic. At 8:20 I rush out of the house. Stressed and without breakfast, and facing rush-hour traﬃc which receives me with horns blowing.Ever experienced that? Until a few months ago that was my typical start into a working day and then I discovered the potential of a smooth morning routine. I don’t want to say that I have become a diﬀerent person since then but my new way to start the day has made a signiﬁcant diﬀerence to how I feel. Now, my days start relaxed and positive and this is how I do it:#6:30 The alarm sounds. I stretch, get up straight away and plod into the kitchen. I enjoy the smell of the freshly brewed coﬀee which I put into the mixer and scramble it with butter and MCT-oil to make the so called ‘bullet-proof coﬀee.’ It supplies my batteries with power to last until lunchtime, easily. While I enjoy this natural energy drink at my kitchen table, I read the daily paper. Then I slip into my gym clothes that I’d already prepared the night before. I take a run through the park behind my home and watch nature waking up. It is cold and my breath is visible in little puﬀs of fog. Back home, I brush my teeth, enjoy a hot shower and put on my work attire which I have also prepared the night before. Before I leave for the oﬃce, I have a quick look at the most important to-dos of the day which I always note down to complete my working day. Then I sit down again at the table for another ten minutes for a brief meditation (see app tip on page 30). I am relaxed, rested and mentally focused for the day. Believe me, the second description of my start to the day is

27 TYPICAL…Hamburg pleasurable experience as Portuguese immigrants have developed vivid gastronomy in the neighbourhood. The ‘sundowner’ is best mixed in the tower bar of the ‘Hotel Hamburger Hafen.’ 62 meters above the river, the panorama is an unforgettable extra that comes with the cocktail. If you’re in for a night at the clubs, it is only a few steps to the Reeperbahn. Why not start at the ‘Moonday’? Or another still very popular starting point for clubbing is the ‘Mandalay’ at the old horse market.For the fans of classical music an evening at the state opera of Hamburg may be on the schedule. John Neumeiers’ ‘Hamburg Ballett’ is a world-famous ballet ensemble. Be it new productions like ‘Anna Karenina’ or classics like ‘Swan Lake’ – it is always a world class performance for the audience. Whoever is interested in opera, I can recommend the Verdi repertoire of the state opera or, I’d pick a star from the sky at the planetarium in the city park. A romantic option is the Roncalli circus hosting the Christmas market in front of the Hamburg town hall. Hamburg is ‘the gateway to the world’ at any time – day or night!Hamburg’s quarters coin their inhabitants and my home location of Bramfeld is currently undergoing a dynamic ‘gentriﬁcation’ but they are still there. The lovely small shops and bakeries around the corner. For example selling the typical Hamburg sweet rolls ‘Franzbrötchen,’ I buy mine at Rolf’s bakery at the Bramfeld village square. Here you can also enjoy the cinnamon taste of the rolls with a cup of tea or coﬀee. The square still reﬂects the times when it was a small, cosy village.To balance my activities, I play tennis at the HTC Forsthof. For about two years I have been enthusiastic about tennis – at least when I am not cheering for my six-year old son at the edge of the football pitch. After the game, we go for a good meal at Filipo’s in the Bramfeld village square. The former chef from the renowned ‘Zollenspieker Fährhaus’ (which is a highly recommended place to go on the week-end, by the way) serves regional specialities.If I have more time, I go down to the Schanzenviertel were I used to spend a lot of time when I was a student. The in-scene cafesthere are legendary, like ‘Erikas Eck’ serving sandwiches around the clock. Alternatively I head for the Hafencity. At this intersection of the historical warehouses and the modern container terminal, a landscape with great architecture has been built around the Elb-philarmonie concert hall. The plaza at the Elbphilarmonie oﬀers the best overview. A spectacular 360° panoramic view oﬀers sight of the Marco-Polo Tower, the Magelan Terraces and the container terminals. My culinary point of reference is the bistro ‘Carls’ directly vis-a-vis the ‘Elphi’. Fine cooking ingredients like ‘Fleur de Sel’ and other specialities are available for takeaway there.Directly from the pier the ferry sets sail to the ﬁsherman’s village Finkenwerder. From there is the perfect view of the city’s skyline with its ﬁve main churches. The boat route continues to the museum port Övelgönne with its old captain’s houses. From there it is about thirty minutes on a rented ‘StadRad’ bicycle to the Portuguese quarters in the vicinity of the ‘Michel’ church which provides a Sandra DetlefsenThe Elbphilarmonie concert hallA DAY WITH SANDRA DETLEFSEN: Growing up on the banks of the Elbe, even makes someone born in Berlin a ‘Hamburger Deern’, a girl from Hamburg. At STILL the enthusiastic tennis player takes care that training management stays on track.

28Self-made wooden photo frameThis DIY project oﬀers a strong means of expression. What it needs? A smooth and nice-looking piece of wood, a laser print-out of a photo and some special glue, available as ‘photo transfer potch’. If desired, you can give the picture a ﬁnal touch-up with a lacquer spray. This versatile DIY idea is not just a nice pastime for wood fans and art designers. It is also a great craft idea for the whole family!TRENDS & TECHNOLOGYLeather loop key ringMany leather shops oﬀer small pieces of leather about 20cm long for free or little money. You just need a good pair of scissors, a pair of punch pliers, a keyring, a screw rivet and for the individual touch, punch-type letters and a hammer. If you want to decorate the leather with lettering, soak it ﬁrst. Then take the punch pliers to hole the leather, insert the key ring and close the loop with the screw rivet.That makes you a perfect companion for your keys.Image: Crafts Unleashed / www.consumercrafts.comDo it yourself!HOMEDIY: DO IT YOURSELF – You do not need to be an expert to make things look nicer, more restored, better programmed or more creative. DIY – do it yourself is the motto and the world of DIY projects is huge. The following ﬁve examples which would ﬁll every handyman with pride, show how you can be creative beyond the conventional brush and paper.

29TRENDS & TECHNOLOGYMini-computer with mega potentialThe Raspberry PI is not a cake, even if it sounds like one! No, the Raspberry PI is a mono-circuit board computer that is easy to program and that gives you access to innumerable projects. Have it control pixel matrices and show text or images on a display, build a mini Gameboy or extend it with sensors to design your own weather station. Anyone with a little knowledge of computers can research the subject and quickly ﬁgure out one of the many Raspberry PI sets and create impressive technical projects.The recycled key hookThis recycled key hook is a helpful eye catcher. It is little work to take a nice old wooden board or a beautiful wooden branch and a few old, unused keys and turn it into a new storage place for your keys. All you need is a jaw to hold the old keys and a pair of pliers to bend them. After that, simply nail the keys to the wood and you have a great little eye catcher for the entrance to your home. If you already have a good place for you keys, why not make a wardrobe for your coats the same way?A herb bed from Euro pallets.Using Euro pallets for projects is the premier league in the DIY world. Our proposal is to build a herb wall! It is quite easy. All you need to do is remove some of the boards, mount them again in a diﬀerent position and plant your favourite herbs (see photo). The herb wall is a space saving, witty and chic piece of furniture which ﬁll ﬁt nicely next to any barbecue or on any balcony.Image: www.homedit.com / Stefan Lucian GheorgheA current Raspberry Pi 3 Model B costs about 35 euro with integrated wireless LAN and Bluetooth module.

30DISRUPTIVE THINKINGA spectre is haunting Europe: ‘Disruption’ – Not only in economics where innovative start-ups question traditional business models and by that the existence of established companies. It is time to make a break-through in traditional conventions or our normal way of thinking. This leads to a creative revolution comprising all areas of life; making our thinking ﬁt the future. In his new book, futurologist and corporate philosopher Dr. Bernhard von Mutius makes a valuable contribution to the current debate of rethinking. He demands a completely new way of thinking: disruptive thinking. The goal is to develop a new adaptability and gain the freedom to shape upcoming developments.FEAR, A FRIEND INSIDE YOUCan I sense fear as something positive? Is it an integral part of life? And why does fear help me to become more independent? For the extreme climber Alexander Huber who has mastered the most diﬃcult mountain faces without securing ropes, fear is a vital companion. In his book he describes how fear drives him, protects him and guides him on his tours. He shares how it nearly killed his fun in moun-tain climbing when it became a burden and he intensively explains that no one has to become a climber to ﬂee the paralysing spirals of the mind. The book is a plea to help understand fear and embrace it. READINGAPPSHEADSPACEIf you want to practically take up medita-tion or just bring a little more awareness into your life, have a look at the app ‘Head-space’. The app oﬀers guided meditations in English covering diﬀerent topic areas such as inner peace of mind, creativity and even productivity. As little as ten minutes a day is enough to untie the knots in your thoughts. The ﬁrst ten sessions are free of charge. The subscription oﬀers access to hundreds of diﬀerent meditations at a rate of about ten euros per month.ALARMYProblems in getting up? Not motivated for the morning run in the park? The Alarmy app will help. The alarm can only be switched oﬀ by solving a maths problem or by taking a photo of a speciﬁed object – for example the trainers in the shoe rack.SERVICESolution, conneXXt #03IMPRINTEditor: STILL GmbH, Berzeliusstr. 10, 22113 Hamburg, connexxt@still.de; Responsible: Jan Christoph Sachse, Head of Marketing Communications | Editors-in-chief: Andreas Bauer, Heiko Görtz | Editing: Matthias Klug, Markus Stoll, Helen Zeiler| Art Direction & Layout: Harmony Kompardt | Proof reading: Susann Dettmann, Punkt Punkt Komma Strich, 86150 Augsburg | Print: DM Service Gollner e.K., 22041 Hamburg | Distribution: DM Service Gollner e.K., 22041 Hamburg | Languages: German, English, French, Italian | All rights reserved Prior approval must be sought from the publisher for reprinting, inclusion in online services and reproduction on storage media of this publication. The publisher assumes no responsibility for any unsolicited manuscripts and photos which it is sent. If you have any comments or feedback for us, please contact us at: connexxt@still.dePGAAASOREAGANCORDIALMIXERTRUCESKIMOLARATTACKTGETCORNEAAIDETRINIDADGARNERCOOCOHORTVAMEASUREMENTMILMTSARRIDOLLIARTCOSSETTGRUYEREWAPITIRIMEANTINOVELLEATOMTOMTEALSolution: Elon MuskHuber, Alexander (2015) Fear, your best friend, Piper Verlag GmbH, paperback 15.00 €, GermanMutius, Bernhard (2017) Disruptive Thinking: A way of thinking, ﬁt for the future (your business), GABAL Verlag; German. Hardcover 29.90 €

31KEEP UP WITH WHAT’S HAPPENING IN THE INDUSTRY!The STILL Newsletter.Make sure you’re always up to date: Order the STILL Newsletter. We will keep you regularly updated about news from STILL and the industry as well as dates for specialist articles, events and special oﬀers.Or follow us on Facebook. / STILLPUZZLENEWSLETTERSTILL.DE/NEWSLETTERused toignitea bombScottishHighlanderbizarreobjectscharming,generousand ofgood tasteindus-triousinsectbeingsharplypointedsectorfigure of 8small finchw. yellow-tinged chest& black captreeverbatim40th Am.presidentkitchenmachinefriendlywithoutaim orpurposearmisticepole usedfor fishingor diviningslalombarrow,wagontoothearn, win,obtainbegin theassaulta fastsnakename forkids whenthey mis-behavepart of eyepanaceaassistantcraftsmangatherpaladinislandstate inthe WestIndiesa soft,murmuringsoundexpatriateaffiliateto appraiseor assessvalueanalysiswhy onedoes sth.one thou-sandth ofan inchstoresize, orquantity,length, oramountemperorsong forsolo voicein operacoin inUS andEuropeimageof deityto notsinkdrawer forkeepinga shop’smoney inthus far,up to aspecifiedtimeto pampermalesheephot drinkmade ina pot withleavesfibberhard Swisscheesewith holeslarge deerof N. Am.towards'frostfeathers'grasslandroman ofnontra-ditionaltypehand-beatendrumsmallduck68235714219168668235714SERVICEHEAVY-METAL-PUZZLEFor puzzle fans and everyone who likes to think ‘out of the box,’ the wire puzzles ‘Best of Heavy Metal’ is the ideal creative tool for the oﬃce to untie complex thinking or to release stress in case the situation does not show a solution at the moment. Often the best ideas emerge by shifting the focus for a while.Solve the puzzle and win one of 20 puzzle academies: Best of Heavy Metal. Send the solution by e-mail to: connexxt@still.deDeadline to send in the solution is March 31, 2018Employees of the STILL Group are excluded.This prize could be yours!