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08 16 New Work Order: Our working world is facing radical changes: Employees want attractive workplaces and jobs which really matter. Customers want their needs to be met as far as possible. And employers strive for efﬁciency in order to have a competitive edge. How can the New Work Order satisfy all parties? More free time with the same salary: It sounds like a fairy tale, but it can deﬁnitely work, as shown by recent examples from the USA and Europe. However, there are also contra- dictory examples which show that fewer working hours alone are not the key to success. Accountability and entrepreneurial thinking are more important. CONTENTS BIG PICTURE TITLE STORY 04 Neumayer-Station III: Working in Antarctica NEWS 06: New pallet stackers from STILL 08: New Work Order: The change in the modern working world 13: Interview with master painter and New Worker Matthias Schultze 06: The biggest aeroplane in the world taxies onto the runway VISIONARY 06: European gigafactory 07: Autonomous articulated lorry rolls through the USA 14: Frithjof Bergmann, founder of the New Work movement 07: Lies outnumber the truth 07: 200,000th RX forklift truck from STILL

24 20 Our forklift truck: The Vatican has been a STILL customer for many years. An RX 50 electric forklift truck recently began gliding across the holy ﬂoor of the famous St. Peter’s Basilica and now ensures smooth logistics between prayer benches and marble columns. Open source: Now that it has outgrown its software roots, the open source idea can be found in an extremely wide range of ﬁelds. The basic principle remains the same: Make knowl - edge available for free and drive projects forward together. We’d like to present ﬁve particularly exciting projects. PERSPECTIVE ADVICE 15 The strength of otherness: Autism in professional life 16 Work less, achieve more – fairy tale or feasible? FIELD REPORT 18 The star: The new RX 20 from STILL 20 We’re with the pope: A STILL electric forklift truck in the world-famous St. Peter’s Basilica TRENDS & TECHNOLOGY 24 Open source can do more than software 26 Training via smartphone – know-how to go 28 New Work gadgets: Four smart helpers, for new work methods 29 STILL Insider Travel Guide A day in Amsterdam with Kees Holla SERVICE 30 Book tips: “The 4-Hour Workweek” and “The Circle” 30 App tips: “Toogl” and “Tripit” 31 Puzzle & prize

Working in Antarctica Working with an outside temperature of up to –50.2 degrees. Neumayer- Station III, operated by the Alfred Wegener institute, has been the base for German Antarctica research since 2009. The area also comprises additional observatories for geophysical, hydroacoustic and meteorological research. Up to 50 people live and work at the station during the Antarctic summer, down to nine people in the winter. They don’t necessarily have to be scientists to work at the station: Every 14 months, a new seasonal chef moves into the frosty quarters with the largest cooling counter in the world. Photo: Stefan Christmann. 04

NEWS NEWS NEW PALLET STACKERS FROM STILL Good news for anyone making eyes at new entry-level pallet stackers. With the new pallet stackers ECV 10 and ECV 10 C, the renowned STILL quality can be acquired at a moderate price as of April. While the particularly compact C variant (thanks to the mono mast) lifts heavy loads of up to 1000 kg up to 1887 mm into the air, the ECV 10 adds a little extra height with 3227 mm. Thanks to the built-in charger, both ECV models can be easily charged at any conventional socket. And as with all STILL units, they can of course be intuitively and precisely operated by left or right-handed people. THE LARGEST AEROPLANE IN THE WORLD CARRIES 225 TONS The largest aeroplane in the world, the Stratolaunch from Stratolaunch Systems, is set to com- plete its maiden ﬂight next year. The aeroplane, which will one day launch rockets into space, features a wingspan of 117 meters – a world record. The Stratolaunch has two hulls: The right hull holds the pilots, while the left one houses the systems. There is space under the middle section of the wings to store a load weighing up to 225 tons. Once it has taken off, the airship will only need to land after 3700 kilometres of travel – at least that’s what’s claimed by Paul Allen, the company director and former Microsoft co-founder. Photo: Stratolaunch Systems Corp. EUROPEAN GIGAFACTORY The Swedish lorry manufacturer Scania belonging to VW and the Swedish company Northvolt are planning to start producing batteries for electric cars on a large scale without any input from Tesla. Scania is investing ten million Euros into the battery development: The battery factory, located in Skellefteå in the north of Sweden, aims to start a trial operation as early as 2019. Regular production is set to begin in 2020. The initially planned output is eight gigawatt hours per year, rising to 32 gigawatt hours within three years. Sweden was chosen as the site because production is very energy sensitive and Sweden has a solid supply of clean, cost-effective energy. Photo: Northvolt 06

NEWS AUTONOMOUS ARTICULATED LORRY TRAVERSES THE USA Just under 4000 km from the east to the west coast: The American company Embark drove an autonomous articulated lorry straight across the USA, with a driver accompanying it just for safety purposes. The ﬁrst autonomous test drive from one coast to the other took ﬁve days due to the fact that the driver had to take breaks from time to time. Without a driver, Embark estimates that the autonomous trans- port would only have taken two days. This autonomous journey was made possible owing to a retroﬁt system made of sensors, cameras and lidar (a method that uses radar for optical distance and speed measurement), the data of which is processed by deep neural networks (DNN). At the moment, the system still needs to be monitored by a driver. However, Embark’s goal is to develop a system which con- trols the articulated lorry without requiring a driver aboard. Photo: Embark LIES OUTNUMBER THE TRUTH At least on Twitter. Researchers have discovered that false content on Twitter – an image, claim or a link to an online article – is 70 percent more likely to be spread. Over the course of the largest ever long-term study of its type, American researchers from the Massachusetts Institute of Technology (MIT) investigated the spread of around 126,000 English-language stories via Twitter between 2006 and 2017. The investigated content had been spread by three million people using a total of 4.5 million Tweets. False content was spread for every subject area, but the most common area affected was politics. An important point which seems to encourage spreading: According to researchers, false content often seems more exciting and novel to Twitter users. 200,000TH STILL RX FORKLIFT TRUCK The orange-silver bestseller series reaches a milestone: At the industry trade fair LogiMAT in Stuttgart, STILL presented a very special RX 20 electric forklift truck to the Seifert Logistics Group from Ulm, Germany, a long-standing STILL customer: It is the 200,000th forklift truck of the RX product line. In 2003, STILL wrote the ﬁrst chapter of success for the still successful electric forklift truck product line story with the market launch of the STILL RX 50 electric forklift truck. The idea behind the name component “X” is to make the best from STILL even better. The orange-silver design and the combination of environmental sustainability with a high level of efﬁciency and ergonomics set the industry standard. “The fact that we have presented an anniversary forklift truck with the new RX 20, which notably highlights our aspiration to provide innovative, efﬁcient and environmentally sustainable solutions for our customers’ complex requirements, is evidence of the great importance of our trusting partnership with the Seifert Logistics Group”, says STILL CSO Thomas A. Fischer, as he presents the forklift truck. 07

Efﬁcient... TITLE STORY Now more than ever, we are living in a world of buzzwords and hype terms. From “Web 2.0”, we have prepared for the age of “Industry 4.0”, in which the “Internet of Things” is setting the tone within “breathing factories” and “smart factories” more and more. Diligent collaboration is carried out in “think tanks” and “co-working spaces” to develop new models beyond the limits of the “me cloud” for “business as a service”. It seems almost like a logical consequence that we’re constantly coming across new buzzwords which are propagated, discussed and criticised on a very wide range of channels. Draw the curtain for the “New Work”. What exactly is behind this term? And: Are you ready for the beautiful new working world? THE OLD NEW WORLD Those familiar with the New Work movement will observe that it is actually not that new at all. The term goes back to the now 87-year- old German philosopher and emigrant Frithjof Bergmann, who founded the ﬁrst centre for New Work in the city of Flint in Michigan, USA back in 1983. Flint was one of the prominent American auto- motive cities and the largest production location for General Motors for a long time. Toward the end of the seventies, the ﬁrst computers and robots entered the factories of large car manufacturers and thousands of assembly-line workers feared for their jobs. Bergmann pleaded for them to see this development as an opportunity to re-orient the compass of our work mentality. One particular question was deemed crucial for a fulﬁlling career which became the core statement of the New Work movement: “What do you really, really want to do?” THE QUEST FOR PURPOSE According to Bergmann, the job system of industrialisation had made this question obsolete for many people. “At our centre, many auto workers were brought to tears by searching for the answer to the question – what do you really, really want to do? Until then, people had generally attempted to talk others out of wanting things and encouraged them to adapt and remain docile”, says Frithjof Bergmann at the New Work Experience 2017 event in Berlin organ- ised by the German carrier network XING. And this was not just the case for assembly-line workers: Over the years, economic edu- cation has increasingly “killed off the organ of volition for workers of all sectors”. A change to the working environment – such as at that time through industrialisation or now through digitalisation – could be the ideal opportunity to remedy this issue. “At that time, we set out to help people do something that matters to them as well as earning them money at the same time,” explains Bergmann. He does not want to completely abolish traditional wage labour, but rather counteract the effects of “automating away” work through shortened wage working hours and thus secure jobs. The shortened wage working hours should be ﬁlled with purposeful “New Work” which is meaningful for the workforce. THE NEW NEW WORK Bergmann’s reﬂections remain relatively vague and largely theoretical in nature. The term ‘New Work’ has grown beyond its origin, trans- formed, and now promises beneﬁts for employees and employers. The title will refer much more generously to a wide range of eco- nomic developments and changes – wherever classic structures and processes are broken up. The term is now even ﬁnding its way into 09

TITLE STORY Digitalisation is an important driver of New Work and enables shorter communication paths – independent of the employee’s location. dictionaries, such as the German Duden which deﬁnes it as “All modern and ﬂexible forms of [ofﬁce] work or work organisation”. The portal Gründerszene deﬁnes New Work as “the new work approach of current companies in the global and digital age”. The question is posed: How does this new modern approach to work even look? Who beneﬁts from it? To what extent does it make sense? PASSION INSTEAD OF PAIN Let’s look at it in practice. Not in the world of creative ofﬁces and hipster agencies where one assumes that the attributes modern, ﬂexible and new are a given, but rather in a family-owned workshop. Matthias Schultze is the Managing Director of the professional painting company Heyse in Isernhagen, Hannover, where he employs around 20 employees and works quite differently to his competitors. The initial spark occurred when Schultze fell ill through burnout. “My career path had been mapped out, I was born into it”, explains the painter and varnisher who was expected to take over his family’s business one day. He complied with this obligation – until the work that did not fulﬁl him sapped all his strength. Matthias Schultze sought out the help of experts and asked himself how he could structure his work so that it fulﬁls him. Once he had taken a step back from day-to-day work, he realised he had an opportunity: digitalisation. “I had loved the binary world since my childhood and I realised that I could use my love for it to push my company forward.” In social media, on the company homepage, on the blog he created. He thus immensely increased the visibility and prominence of the professional painting company, and created nothing less than auto- mated new customer acquisition. A new blog article by Matthias Schultze features the heading “Painters and varnishers – we are more than craftsmen. We are envoys of happiness, living space healers, and façade whisperers”. His employees are an important target group for such articles. Schultze puts great effort into sparking the ﬁre of professional passion in them too: “I hope to illustrate the value of their work to my employees by showing them time and again: As a craftsman, you don’t just paint walls, you solve problems. You use your hands to improve other people’s lives”. A new working mentality, more autonomy and a desire for new struc- tures and processes – you can’t simply bring about these changes in employees with a resolution alone. It is crucial that executives lead by example: “New Work is particularly also a task for executives. They must make the beneﬁts of new processes understandable by living and embodying this change. All the time. This can be a lot of work, but it’s the only way to succeed. And it’s worth it.” Throughout all this, you cannot forget that purposeful work alone does not make a company successful. There is one elementary component of the ‘old’ working world without which the new approach would collapse too: Customer focus. RECOGNISING PURPOSE AND LIVING IT OUT The Heyse director reorganised his tasks and strengthened the auto nomy of his employees. He invested the time gained into things he was passionate about and began introducing his team’s work results and philosophy into the vast world of the Internet. NEW WORK’S ERROR IN REASONING Exactly this is what Lars Vollmer, entrepreneur and lecturer, points out in an article in the business magazine ‘Capital’. The classic New Work movement according to Bergmann makes one error in reason- ing, “because it reverses the causality of work.” It is not, after all, a 10

TITLE STORY company’s main task to create and design work. The primary task remains satisfying the demands, requirements and desires of customers. Every company is established by people joining forces to create something together which a sufﬁcient number of customers would like to have. “The work is therefore secondary! It is suddenly there and must be completed.” Meaningful, fulﬁlling work may be important, but it must always be considered with a view on the overall objective – market success. Vollmer advises intellectually separating work and collaboration. “Work is what you need to do for the customer. The creation of value. The only thing which ultimately matters in hard currency. This work only follows (!) the external reference, the customer.” In contrast, collaboration is an internal company perspective: “The way in which this work is organised. The method, the process. The trick, the knack found by employees to complete the work in a very determined, special manner together for this very speciﬁc market situation.” FLEXIBILITY AND EFFICIENCY Whenever we talk about New Work, the terms ﬂexibility and efﬁciency almost always come up. Both things are equally desired, propagated and required by employees, companies and customers. This is also how we explain the close connection between the terms New Work and digital transformation: The latter is an important key for ﬂexible and efﬁcient work organisation. “Digitalisation provides us with short communication paths and streamlined processes. Efﬁciency to the power of ten”, says master painter Matthias Schultze. New orders are placed for the painting company via app directly onto employees’ smartphones, time tracking is digital, and the entire team communicates over a WhatsApp group. This saves time and com- muting. This, as well as the many recorded online channels, highly bene - ﬁts the customer. “We offer our customer a luxury service: Choose a channel, you can reach us anywhere”, says Schultze. Flexibility also plays an important role in combination with working models. Increasing numbers of companies have been considering how they can meet their employees’ preferences as well as customer needs in the best possible way. One thing is certain: Flexible working models are an important point of attraction in the increasing struggle for skilled workers. And whoever is able to win over the best skilled workers increases their chances of developing the best solutions for their customers. Flexibility leads to freedom, which in turn leads to creativity and innovative ideas. This credo is also followed by Robert Bosch GmbH. The technology and service company offers over 100 different working models and thus sets trends for a ﬂexible and family-friendly work culture. This will allow employees to achieve private and professional fulﬁlment. In Germany, employees can freely select their daily work location and work time, insofar as their daily tasks allow for it. There are family work spaces in the production. Here, shifts only begin once children have been taken to daycare and ﬁnish at midday so that they can be picked up again on time. NEW WORK IN INTRALOGISTICS Flexibility and efﬁciency are not only becoming more important in the New Work Order, but are in fact becoming products in and of themselves which are facing increasing demand. These could be tools for digital time recording or apps for efﬁcient order processing independent of location. 11 New Work in practice Four examples for companies who are walking new paths. alpha-board (hardware service provider): Ever y four th Friday of the month is designated “Future Friday” whereby the team works exclusively on the development of their company. The agenda can include anything from spring cleaning to program- ming macros, which facilitate future work. The team eats lunch together and then presents their results in the af ternoon. They ﬁnish working at 3:30 p.m. at the latest. The day counts as a full day of work. General Dynamics (aerospace and defence company): General Dynamics European Land Systems has redeﬁned the temporar y employment system: In times of low workloads, the metalworking company lends its skilled workers to third par ties with a dire need. Jobs and know -how are thus maintained and the employees can enjoy continuous professional development. Heitkamp & Hülscher (construction company): In 2006, the company founded the worker cooperative H&H Team GmbH & Co. KG and turned its employees into co-entrepreneurs involved in the success. All construction machiner y and equipment belongs to the worker cooperative, which then leases it to the operative parent company. At the end of the business year, 50 percent of the proﬁt is paid out and 50 percent is invested. Trumpf (machine tool manufacturer): The Trumpf Group of fers employees the option to switch to an annual working model. In this agile time system, the company opens up the employee’s ﬂexitime account for a sum of between +200 and –100 hours. The system allows employees to accumulate more hours when there is a lot of work during peak times and they can expend these over time hours in larger blocks too. At the headquar ters in Ditzingen, Germany, the par ti ci - pation percentage was already at 20 percent af ter one year.

TITLE STORY One area in which solutions for increased internal company ﬂexi - STILL has been active on the ﬁeld of ﬂeet management software bility and efﬁciency are particularly in demand, is intralogistics. for years, is continuously developing its software strength with STILL Efﬁcient production processes and ﬂexible supply chains have been neXXt ﬂeet and supports its customers on their way to the New success factors for a long time which determine victory or defeat in Work world. The high demand for ﬂexible and efﬁcient digital ﬂeet competitive markets. The demand for products and services which management is highlighted by the fact that over 100,000 industrial help with this particular issue is correspondingly great. As one of trucks worldwide are currently being successfully managed using the leading intralogistics companies, STILL offers its customers not STILL software solutions. only performance-efﬁcient industrial trucks, but also tools to use ﬂeets as efﬁciently as possible – tools which also ﬁt perfectly into a ﬂexible and location-independent work organisation. FLEET MANAGEMENT À LA NEW WORK The newest example for this are the web applications of the online NEW WORK, A BENEFIT FOR ALL All this shows us: New Work is versatile. New structures and pro- cesses seem to work best when they keep the customer ﬁrmly in sight and combine meaningful work with new forms of ﬂexibility and efﬁciency. The art lies in creating work spaces which are attractive portal STILL neXXt ﬂeet, which provide companies with efﬁcient, from the employee’s perspective but which also keep the customer’s digital ﬂeet management. neXXt ﬂeet currently offers nine applica- needs and desires in focus. The examples within and outside of this tions with varying core functions which can be ordered or removed text show that it is possible to combine these two goals. This is what ﬂexibly according to current needs. They provide a real-time over - Matthias Schultze from the professional painting company Heyse view of the exact sites of the forklift trucks with a view of all rele - wonderfully puts in a nutshell when he explains the central principle vant truck data, servicing and repair schedules and comprehensive of his company – thus describing the most recommendable form of analysis options for the actual ﬂeet capacity. New Work: “Our joint goal is to excite our customers while enjoying In the past, ﬂeet managers had to pore over ﬁles and then log in to our work.” isolated, sometimes hard to operate IT systems. With STILL neXXt ﬂeet, they now have a real-time overview of the ﬂeets in all company sites, regardless of the device or work location. “With STILL neXXt ﬂeet, we have created a future-oriented and location-independent platform which is easy to use and offers our customers digital services for optimal ﬂeet management”, explains Philipp Schmidt, Head of Product Management Applications & Services at STILL. The web applications of the online portal STILL neXXt ﬂeet are ﬂexible and efﬁcient ﬂeet management tools which support companies on their way to the New Work world. 12

TITLE STORY TITLE STORY “NEW WORK MEANS TEARING DOWN GLUED STRUCTURES” INTERVIEW WITH MATTHIAS SCHULTZE Matthias Schultze is the Managing Director and owner of the professional painting company Heyse in Isernhagen, one of the most successful businesses in the region with around 20 employees. His recipe for success: Making use of the opportu nities brought about by the digital transformation, breaking up historically developed structures and rethinking work processes for added beneﬁts. Mr Schultze, what does New Work mean for you? New Work means tearing down glued structures and making use of changes for the beneﬁt of companies, employees and customers. For us, it began with creating touchpoints in the digital world: Social media channels, online marketing, blog articles. In the past, crafts- Do you have an example? A general rule of craftsmanship which is still regularly followed is: You start working at seven and ﬁnish at ﬁve. But very few customers want to have a painter in their house at seven, most people want to have their breakfast at this hour. What’s more, many of our most creative minds are women. So let’s think about single mothers: They’re hardly able to start working at seven in the morning, when they ﬁrst need to look after their children and take them to daycare. These strict time limits therefore make little sense for the customer or for the employee. New Work therefore also means making the working hours more ﬂexible? Deﬁnitely. Let’s assume that a customer says they are home on men were like anglers who tried to use their ﬁshing rod in their Friday from 5 p.m. until 10 p.m. and can let the painter in without favourite body of water to pull customers onto land. I, on the other having to take time off work. One of our employees could then say: hand, now use twenty different rods in numerous different bodies Great, my husband will be home then to look after the children so of water simultaneously. Has digitalisation also changed the work processes within your team? Very much so. All our employees have smartphones with a special app. Once a new order comes in, my employee receives it with all I can go to work. Both parties beneﬁt and the customer is even willing to pay a little more for the ﬂexible desired time. If the work is ﬁnancially viable and businesses make the effort to consider the work preferences of their employees, then we won’t have a work - force shortage. the relevant details as a push notiﬁcation on their smartphone. We also record working hours digitally. In addition, all our employees use a joint WhatsApp group. There, they can post overviews of their Are there also things which will not change in the New Work era? Meeting in person still remains important in the digital world. If I’m current projects. I then think about which stories can be developed not even able to personally celebrate my own people from time to and where we can best play them out. time, then I can’t demand their work. People need to show each These are primarily digital issues. Is digitalisation at the heart of New Work? Yes and no. Digitalisation allows us to leave behind outdated, com- plicated processes. At its core, New Work is about asking yourself: other their human side, a purely digital relationship wouldn’t work. What ﬁnal advice can you give to other entrepreneurs about New Work? It’s essential to regularly leave your own comfort zone and under- What are the most meaningful and efﬁcient ways to reach my goals? stand the changes of New Work as an opportunity instead of a When considering this, you often stumble upon things which initially hurdle. We have to turn around our negative thinking about change have nothing to do with digitalisation – at least at ﬁrst glance. and say: The digital transformation is coming? Awesome! How can I use it to become more successful? 13 13

VISIONARY New Work ﬁrst! A JOB AS A VOCATION – Frithjof Bergmann was 19 when he emigrated from Saxony to the USA. He struggled through as a labourer, lived as a hermit, studied philosophy and became the founder of “New Work”. A German-American dream about the future of work. Chairholder for Philosophy and Anthropology at the University of Michigan in Ann Arbor. The success of one of the “centres for New Work”, which he founded in the early eighties in Flint, the automotive city affected by a crisis, made him a highly sought-after consultant. Nowadays, the 87-year-old is invited by companies and organisations around the world to talk about the term he coined, “New Work”, as a vision of a humane working world of the future. His basic idea: “New Work is work which we really, really want to do.” But does a labour market policy request programme ﬁt the online economy of the 21st century? It ﬁts very well, says Frithjof Bergmann, as we live in a time where globalisation and digitalisation cannot be successfully managed with traditional wage labour concepts. Freedom, to him, means no longer being able to choose between two more or less poor job alternatives, but rather to truly choose your own career path. Because nowadays, work challenges the entire person. Despite every work/life balance measure, the lines between life and work are becoming increasingly blurred. Bergmann therefore encourages every person to ﬁnd a job which corresponds to their desires and talents while beneﬁting the community. The transformation process required for this is expected to come from New Work centres across the world. There, mentors can help people to discover the type of work to which they would like to and are able to dedicate themselves. The challenge is: most people are unaware of their own potential. To describe this, Bergmann uses the term “self-ignorance”. Work that corresponds to the inner vocation ensures appreciation beyond wages and leads to a signiﬁcant increase in overall economic added value. The introduction of New Work mechanisms in companies now reveals anchor points as described by Bergmann as well as new characteris- tics: All employees are involved even at the strategy development point. The performance and learning goals are also determined by them. Employees determine their own working hours independently. A change between a management career and a specialist career is possible under a democratic leadership culture. This leads to agile management, and thus fast, decentralised decision-making pro- cesses with few hierarchy levels. Another point: Flexi bility through ﬂexible working locations such as home-ofﬁce solutions. Freedom can also be achieved through consistent job rotations with regular task changes. Open co-working spaces enable permanent employees and digital nomads to work together and beneﬁt from each other. Beautiful new working world. FB“NEW WORK IS WORK THAT WE REALLY, REALLY WANT TO DO.” FRITHJOF BERGMAN 24 DECEMBER 1930 “Old work is work that we tolerate like a mild illness.” This insight lead a 19-year-old Frithjof Bergmann from Saxony to the USA. Like many emigrants before him, he struggled along with odd jobs as a dishwasher, boxer and dock worker. For almost two years, he lived self-sufﬁciently in the forests of New Hampshire. Eventually, he began studying philosophy, graduated and started teaching in Princeton, Stanford, Chicago and Berkeley. Later, he became the 14

PERSPECTIVE VISIONARY Autism: The strength of otherness AUTISM IN PROFESSIONAL LIFE People with autism perceive the world differently. This brings about many challenges. But when companies adapt to this otherness, people with autism can be a real asset to them. Such as Daniel Dünwald for STILL. a wide array of aspects. “These are skills which are sorely needed in the ﬁeld of IT”, notes STILL Engineer and Project Manager Andreas Hartwig as one reason for the collaboration with Auticon. Daniel Dünwald was part of the STILL project team for four months, where he tested the software again and again for even the smallest details. “After just two days, he was able to work completely independently and we were impressed with the speed with which he discovered programme faults”, recalls Hartwig. However, some things must be taken into consideration when working with colleagues on the autism spectrum. Where there are strengths, there are also weaknesses. Many individuals with autism have a poor understanding of non-verbal signals and ﬁgurative language, are uncomfortable with physical and eye contact, and require clear struc- tures. In addition, they are often very sensitive. “Neurotypical people”, the designation used by people with autism to designate the supposed ‘normal’ people, “have a natural ﬁlter which ﬁlters out currently irrelevant sensory inputs”, explains Daniel Dünwald. However, some- times relevant information can also be lost, “as may be the case with a very aggressive spam ﬁlter.” Individuals with autism do not possess this ﬁlter, they perceive every detail. This can be a beneﬁt, but it requires a very peaceful working environment. “My commute to work alone uses up about 40 percent of my daily energy”, says Dünwald. Furthermore, individuals with autism generally communicate in a very honest and direct manner. They say what they think and consider small talk and empty phrases to be inefﬁcient and thus unnecessary. When Daniel Dünwald was at his interview with STILL, he was asked if we would like to share anything about himself, and he answered: “You’ve read my CV, haven’t you? Why should I repeat it all now?” Andreas Hartwig is brieﬂy surprised, and then impressed. Now he says: “When it comes to “Almost impossible” is how IT specialist Daniel Dünwald describes clarity, honesty and openness in communication, we could learn a his former chances for success in the job market. There was a lot he thing or two from people with autism”. did not understand, and many people didn’t understand him. Since his diagnosis over two years ago, he now understands why he perceives the world so differently: The autism spectrum is a congenital deviation in one’s ability to process information, emotions and thoughts. Despite this – or perhaps because of it – Daniel Dünwald is now a sought-after employee. The impossible became possible as this diagnosis opened an important door for him: “I was able to work for Auticon, which changed a lot”, says Dünwald. Auticon is the first company which exclusively employs people on the autism spectrum as IT consultants across Germany. His last job lead Daniel Dünwald to STILL in Hamburg. At the Digital Solutions & Support department here, there is a web-based diagnosis tool with which service technicians can sort through data about industrial trucks. In order to sound out faults in an early version of the software, the STILL team booked the 26-year-old IT consultant as an external tester. After all, the ability to see the world with different eyes brings with it tangible beneﬁts. The strengths of people with autism are very unique, as types of autism can vary greatly from person to person. Early categorisations are now considered too rigid: “If you know one person with autism, then you know exactly one person with autism”, says Dünwald. That being said, the strengths often comprise a highly logical mind, long attention spans while working on a task and the ability to combine 15 Daniel Dünwald (right) worked as an IT consultant at STILL for four months in order to ﬁnd faults in a newly developed diagnosis software.

PERSPECTIVE Y T I V TI P RO D U C Less work – higher output? WORKING BEYOND 9 TO 5 Fewer working hours and more free time with the same wage – a pipe dream or the future of work? Current examples from the USA and Europe show: Fewer working hours and higher productivity are not mutually exclusive. 16 6 HOURS WITH PROFIT? Some may argue that such work days may suit surfer dudes in California, but are hardly suitable for more complex industrial busi- nesses. However, the inventor of the conveyor belt, Henry Ford, was initially mocked when he announced the introduction of an eight-hour work day for his Group at a press conference on 5 January, 1914. Until then, nine or in many other industries ten or more hours were the norm. Nowadays, full-time workers in Germany work an average of 41.5 hours per week. Other wage agreements dictate weekly hours of 38.5 or 35 hours. Other European countries are using pilot projects to test if a six-hour day with the same wage can lead to higher efﬁciency. The pioneer for this is Sweden: At the Mölndal hospital, care staff are working with this lean working model in two shifts. The effect: Patients beneﬁt from shorter waiting times, while at the same time more operations were carried out in the same period, resulting in higher revenues for the operator. The added free time also noticeably increased employee motivation: Resignation rates fell signiﬁcantly. However, another example from Sweden shows that such working models do not work in all industries: The six-hour model may have increased the motivation of employees at a retirement home, but the sick-leave rate only reduced by half a percent. Additional employees

PERSPECTIVE thus had to be hired as a counteractive measure. This resulted in For example, for Tower Paddle Boards, a 25-hour week is the norm, additional costs of 2.2 million euros. The pilot project was subse- but the Californians may work another twelve hours if an increased quently discontinued. WORKING HOURS AS A HAPPINESS FORMULA? People who work less are happier and thus perform better – this order amount requires it. “However, it’s important to ensure that overtime remains the exception”, says Aarstol. For him and his team, it’s more about the work result and less about accumulated hours. “Ultimately, it should be more important for businesses to count the employees’ output rather than the amount of hours they spend at the ofﬁce”, he describes as his philosophy. The numbers prove him is the basic thought behind all new models. This motivation carrot right. His company is growing and his employees are more motivated in front of your nose thus makes it possible to complete the same and happier than ever. “ALL NEW MODELS HAVE IN COMMON THAT THEY SHORTEN UNPRODUCTIVE WORK PHASES AND IN TURN REDISTRIBUTE THE CORE TASKS.” amount of work in just six hours a day. One variant of the classic 40-hour week also counts on this motivating effect: For the purpose of ‘creative visibility’ one consultancy in Texas divides its employees into two groups. The team ‘Monday to Thursday’ works on a time- shift basis with the team ‘Tuesday to Friday’. Both teams work 40 hours per week, but are able to enjoy an extended weekend and a longer recovery and leisure period. Due to the weekly swap, the employees have a four-day weekend every two weeks. This four-day week lead to a lower rate of sick leave and noticeably higher motivation. Customers are also happy because their contact persons are more accessible particularly when it comes to international projects thanks to the extended core working hours, summarises Consultant David Stephens in his article on LinkedIn. FLEXIBILITY WINS! All new models have in common that they shorten unproductive work phases and in turn redistribute the core tasks. Digitalisation and automation support this trend as repetitive standard tasks will rarely be handled by humans in the future. Innovative work/life models therefore don’t just count on ﬂexibility when it comes to work organisation. Employees themselves will need to take on more responsibility and think in a more entrepreneurial manner in the future. 17

STAR POSTER Electrifying! THE NEW RX 20 ELECTRIC FORKLIFT TRUCK – it offers more of everything: more power, more dynamism and more availability. The latest generation of STILL’s top-selling electric forklift truck is the best RX 20 that STILL has ever developed. The highest handling performance in its class meets the highest range per battery charge. All this makes the new RX 20 from STILL a unique logistics powerhouse. Power Highest handling performance of its class Outstanding lifting speeds, the sprint mode which can be activated at the touch of a button and its quick acceleration to up to 20 km/h provide the best conditions to handle peak loads! The new RX 20 also features an exceptionally long range per battery charge. The RX 20 can also be equipped with a li-ion battery on request. This availability trump card allows a quick interim charge to be sufﬁcient to unleash the power of the agile electric forklift truck around the clock. And it’s got the talent: it can lift up to 2 tons with a load centre of 500 mm and features the highest handling capacity of its class. Precision Sensitive up to its tips The new RX 20 shows how precise work can look today. Its modern hydraulics enable an unbelievably sensitive control of the lifting procedure. When dealing with very high shelves, the driver can beneﬁt from the mast’s perpendicular position at the touch of a button. In addition, the driving behaviour can be adapted to suit the operator. The driving speed, acceleration and lifting behaviour can all be individually conﬁgured. Environmental responsibility Save up to 20 % energy at the touch of a button The RX 20 always saves money thanks to its performance efﬁciency. The Blue-Q mode, which you can activate at the touch of a button, increases cost-effectiveness even more. An intelligent optimisation characteristic in the drive saves energy precisely where it is not impacted by the work process. 18

STAR POSTER Safety Best all-round visibility and smart assistant functions Extra-large viewing windows and a slim mast ensure an all-round view and optimal work safety. It also features outstanding driving stability. Thanks to the assistant function Curve speed control, the speed is automatically reduced and adjusted when cornering. Another safety feature is the new display and operating unit, STILL Easy Control. It monitors and controls all safety and performance functions of the RX 20 and makes them clearly visible to the driver. Compactness Working in conﬁned spaces The new RX 20 is highly agile owing to its compact mobility. Thanks to the new combination axle, it offers the smallest turning radius in its class and phenomenal manoeuvrability. The forklift truck is also available in a design for low driving heights of under two metres, such as for wagon loading. Ergonomics For added spaciousness! The spacious operator’s cabin with a large footwell and the smart operating unit STILL Easy Control ensure comfortable control of all safety and perfor- mance functions. Furthermore, individually selectable control options such as multi-lever, mini-lever or Joystick 4Plus are also available. 19

FIELD REPORT A forklift truck at the Vatican FABBRICA DI SAN PIETRO – The STILL RX 50 forklift truck drives silently through a side portal of the St. Peter’s Basilica and it almost seems as if the machine is gliding across the valuable marble ﬂoor. On its way, it moves past works of art and tombs, such as that of Pope Alexander VII from the 17th century. A STILL forklift truck in one of the most famous churches in the world might cause more than just a few widened eyes, but the heavy, orange equipment doesn’t quite ﬁt in with the splendour around it. The sight of the forklift truck has recently become less of a rarity, as its driver Giovanni works for the Reverenda Fabrica Sancti Petri (Fabric of Saint Peter), i. e. the cathedral maintenance institution for the St. Peter’s Basilica. It was established in 1908 and is responsible for the preservation and maintenance of the most important catholic church in the world. 2121

FIELD REPORT Where and how the STILL RX 50 vigorously tackles tasks is manifold: “At mass and liturgical celebrations, but also when decorating”, reports Giovanni, who says it is indispensable when it comes to keeping order in one of the most visited churches in the world. Thanks to the electric motor, it’s almost unnoticeable. The many columns and statues in its path were easy to manoeuvre around as the forklift truck is small and the most compact equipment of its class, tells us Giovanni contently. “Most importantly, the STILL forklift is wonderfully easy to steer,” continues Giovanni, who didn’t require much time to get used to his orange helper. The cathedral maintenance institution purposefully decided to employ this particular STILL model. STILL machinery has been used at the Vatican for a long time, explains Loreno Leri, Head of Marketing for STILL in Italy – but only outside at St. Peter’s Square where they use industrial trucks to set up chairs for general audiences. But for the inside rooms, for which the Fabbrica is exclusively responsible, they have added require- ments to protect the many treasures and works of art. The forklift truck is constantly zooming around, particularly in the area between the bronze baldachin, which rises twenty metres above the tomb of the holy apostle Peter and peeks out above the dome by Michelangelo, and Cathedra Petri, the Chair of Saint Peter in the main apse. This is where special liturgical celebrations and masses take place, for example, for Easter or Christmas. For this purpose, benches and chairs were set up here as well as in the cathedral nave. This is the task taken on by the STILL forklift truck. TASKS OF THE ST. PETER’S BASILICA MAINTENANCE INSTITUTION: Transport as well as construction, dis assembly and renovation measures at the St. Peter’s Basilica. CHALLENGES: The lowest possible strain on the historic marble ﬂoor, low noise emissions as well as narrow door passageways and angled work locations. SOLUTION: STILL RX 50-13 electric forklift truck: 1300 kg lifting capacity, extremely manoeuvrable, quiet forklift truck. The most compact truck of its class. Watch the demonstration video now! Thanks to its compact dimensions, the agile electric forklift truck can reach every corner of the church. 2222

FIELD REPORT For special liturgical celebrations such as Easter or Christmas, benches and chairs are also set up in the nave of the cathedral – a task easily handled by the STILL forklift truck. It uses its steel prongs to pick up the benches and bring them to a desired location for believers. It does this without leaving marks on the marble ﬂoor or disturbing the peace of visitors or deceased popes. If the forklift truck drives back- ward, people nearby are warned with a small, blue beam of light. The driver Giovanni, in any case, is excited by his trusty new friend with whom he can move confessionals from one corner to another if necessary. When the forklift truck isn’t needed in the church, then it can also help out on the prem- ises around the St. Peter’s Basilica by bringing construction material to areas where the wall is being renovated. But the main work area of the STILL RX 50 remains the inside of the church where it can impress with its many beneﬁts such as manoeuvrability and energy efﬁciency. After all, explains Loreno Leri, these are precisely the reasons why the mainte- nance institution chose this forklift truck. “STILL owes its popularity and its special positioning within the forklift market 23 to the safety of its products, their easy operation as well as their precise movements” – without excluding, of course, when it comes to holy places. The driver, Giovanni, is excited about his new work equipment: “The RX 50 is so wonderfully easy to steer.”

TRENDS & TECHNOLOGY Freedom of Thought OPEN SOURCE – Open source programs are those for which the source text can be publicly viewed, modiﬁed and used – generally free of charge. That being said, open source has outgrown these roots and now offers much more. For example, electric cars. The term open source spawned from the hacker movement in the 60s and 70s and the following free software movement in the 80s. The aim of technology enthusiasts was to develop freely available, open and modiﬁable software products. To this end, they make the source code – the DNA of each piece of software – available, usable and modiﬁable for everyone under the key term open source. This was not just about the desire to share knowledge, but also to achieve better results. The idea: When users become developers, then the product becomes continuously more suited to their require- ments and acquires new functions which are oriented to actual needs. This might make some fear total chaos, but practice has taught us this: Collectively developed products tend to stand out due to their standardisation rather than diversiﬁcation due to their ‘democratic’ development process. In addition, open source software features constant continued development with a life cycle which is usually very long. Until now, ‘free software’ has played a role in the IT world which shouldn’t be underestimated. Many companies operate servers with the operating system Linux, create websites with the content management system WordPress and surf the web using the browser Firefox. But open source can do more than software. This approach has recently outgrown its roots and can now ﬂourish in exciting projects within an extremely wide range of industries. We’d like to present ﬁve particularly interesting ones. 2424 Open source electric car ‘POM’: POM (platform open mind) is a stripped variant (without a body structure) of the electric speedster Twizy from Renault. The French car manufacturer and the Italian company OSVehicle presented POM at the CES 2017 in Las Vegas as a vehicle design which can be copied, changed, extended and modiﬁed by others. POM is there- fore the ﬁrst mass marketed vehicle construction platform in the open source ﬁeld. Image: Open Motors Global Village Construction Set: A modular, cost-effective DIY platform which enables simple construction of 50 different agricultural machines. In accordance with the Lego principle, an extremely wide range of industrial machinery for agricultural services can be constructed – from tractors to laser cutters. Image: The Global Village Construction Set (GVCS)

TRENDS & TECHNOLOGY Open source house: The architects from studiolada architects can immediately make a complete home available for free. More explicitly, the construction plans, technical drawings, material lists and cost calculations. The simple wooden house with a mezzanine ﬂoor was developed for an elderly couple in the French Baccarat. The aim of the project is to offer more people an affordable path to homeowner - ship and to develop the house together. Image: studiolada architects / Olivier Mathiotte Open Hand Project: A medical prosthesis can cost up to 100,000 dollars. The Open Hand Project aimed to develop an affordable variable using a 3D printer for a fraction of the price. In addition to self-printed components, only standard components from other areas are used. The start-up Open Bionics recently took over the project and now sells a production-ready synthesis for £1500. In addition, Open Bionics sells individual components and makes the designs and tutorials available free of charge. Image: Open Hand Project / Joel Gibbard Wikipedia: Conceded: In a way, this does involve a software project – but what a project! Wikipedia – the free encyclopaedia established in 2001 and designed according to the vision of a volunteer author – is now available in 295 languages and offers countless articles. The gathered knowledge is available free of charge and can be copied and used freely so long as the source is stated. 500 million people use the free knowledge database every month. Image: Wikimedia Foundation, Inc. 2525

TRENDS & TECHNOLOGY Know-how to go! DIGITAL TRAINING VIA SMARTPHONE Companies who have employees around the globe must set up their knowledge management in a decentralised manner. Digital microlearning has increasingly been replacing classic attendance seminars. Expensive attendance seminars are a thing of the past – microlearn- ing via smartphone is the future. Or at least this is what increasing numbers of human resources managers at international companies have been reporting as they face the challenge of continuously providing their decentralised staff with fresh know-how. Travel costs and work absences are simply too high, since the employee must be ﬂown into a central attendance seminar several times a year. NEW WORK REQUIRES NEW TRAINING The fact that apps, chats and intranet are the new standard channels for internal company communication has been common knowledge for a while. It may be news to many though, that current training and education content is increasingly reaching people through digital channels. A recent study by McKinsey shows why this trend coincides with the expectations of many employees. According to these ﬁnd- ings, only 11 percent of 500 surveyed managers certify that their company’s classic training programmes are sustainable. The reason for this is continuously optimising your own daily opera- tions while developing new ideas and then having to travel for train- ing and education purposes – this juggling exercise overwhelms many people. But how can you determine existing training require- ments without conducting time-consuming personal meetings in the subsidiaries and implementing decentralised training formats? TALK TO ME AND I WILL REVEAL YOUR POTENTIAL When it comes to this issue, more and more companies are relying on the judgement of artiﬁcial intelligence instead of employee meetings at the ofﬁce. The basis is a telephone interview consisting of around 2000 words which serves as a basis for a digital speech analysis. The principle: Tell me what you do and I’ll tell you how you lead. The participant responds to up to 42 questions such as: “What does your typical Sunday involve?”, “Tell me about your loveli- est trip” or “Describe a professional challenge”. 26

TRENDS & TECHNOLOGY A ﬁfteen-minute free chat is enough for the computer-aided diag- nostic system to recognise – with the aid of representative data for comparison – if a person is more introverted or extroverted and which communication and leadership style they follow. The diagnosis comprises emotions expressed through pitch, talking speed and response time, as well as the individual level of empathy and entre- preneurial thinking. The resulting ‘speech ﬁngerprint’ is compared to representative data from psychometric research. Findings are then used to identify personal requirement proﬁles to which indivi- dual training and education requirements are attached. A CRISP BITE OF KNOWLEDGE THROUGH VIDEO It’s the perfect training format for the Netﬂix generation: Entertain - ing video tutorials which can be quickly consumed anywhere like a cinematic training snack. This smart method is known as ‘micro- learning’ when using technical jargon. Whether you’re a salesperson, service employee or a manager – 15 minutes of training per day is enough to counter your own shortfalls in a targeted manner. You can use your smartphone to watch and work through the individual training units. This means that waiting times such as those at air- ports can become a learning experience. Those who would like to delve more deeply into a topic can then download additional podcasts or studies. This ‘know-how in a nutshell’ has a serious and valid empirical basis. This ensures that users will accept this new tool. An alternative mobile option for independent learning is offered by ‘webinars’, a word which combines ‘web’ and ‘seminar’. This format allows participants to take part in online seminars within a deﬁned time window. Participants are therefore able to experience how speakers and presenters work through specialist topics in real time. In contrast to webcasts, where training content is only looked at in a passive manner, webinars enable communication between speakers and participants. For this interactive form of training, participants use a headset or the microphone built into their laptop. FRAPORT, CREDIT SUISSE AND TELEKOM ARE ON THE AIR Renowned companies in a wide range of industries are already using decentralised training formats. For example, a hundred employees are currently taking part in the ‘Grow’ video training for the airport operator Fraport. There are around 500 little input exercises which can be viewed and worked through on a smartphone. Credit Suisse and Telekom are also currently relying on smart tutorials when it comes to training. It’s not a matter of changing the employees’ personalities through a ‘daily soap’. On the contrary, individuals should feel encouraged by these clips to work on themselves and to continue developing personally. Fraport received the ‘Deutschen Personalwirtschaftspreis 2017’ (German HR award) for introducing and implementing this knowledge platform – although they did receive this in the classic central manner in Cologne. 27

ADVICE Four good friends for the working world of the future NEW WORK GADGETS – People who work ﬂexibly in various locations on a nearly daily basis require an equally reliable and efﬁcient service team which is available anywhere and anytime. These four smart helpers stand by ‘New Workers’ in any situation of this ﬂexible working world. THE CUSTODIAN Repacking, transferring, getting changed – it’s easy to lose something. With the smart organ- iser GRID-IT, New Workers can store their ofﬁce and day-to-day supplies in a manner which is easily visible, safe from falling out and always at hand. Whether you’re making a quick change from briefcase to suitcase, or from a co-working space to your rental car, elastic retaining straps secure all your belongings while keeping them at hand. Price: From EUR 15 Where to buy it: www.cocooninnovations.com or in online shops MR CLEAN Comfortable anywhere and always spick and span – for New Workers, the nearest washing machine is often a great distance away. But when the stain elves strike, you can ﬁnd aid from this amazing ‘handheld washing machine’ with a tumble-dryer sheet which ﬁts into the smallest piece of luggage. Simply place your laundry and a little water into the Scrubba Wash Bag and knead well. Then dry it with the special sheet and hit the ground running with fresh laundry. Price: Approx. EUR 50 Where to buy it: www.thescrubba.com or in online shops THE ENERGY BUNDLE We’ve all been there. Just as you get to the airport, you realise your smartphone or tablet’s battery is dead. Luckily, you can now rely on the intelligent Cabin Luggage Model H from Horizn. Both the cabin and check-in luggage versions feature an integrated charging unit with 10,000 mAh and can become saviours of every mobile energy revolution. All you need is the power cable. It’s also available as a DJ case. Price: From EUR 240 Where to buy it: www.horizn-studios.com or in online shops THE PEACE PROVIDER It applies to New Workers too; there is power in tranquillity. It would be great if this valua- ble resource were available at the touch of a button. Whether you’re on an aeroplane, in a hotel lobby or in an open-plan ofﬁce, with the wireless headphones QuietComfort 35 II from Bose, your ears can enjoy silence or pure listening enjoyment thanks to noise cancel- ling. Their dual microphone system ensures you can enjoy clear, understandable calls as well as voice command access for virtually all smartphone assistants. The battery provides around 20 hours of quiet privacy in a business world that’s only getting louder. Price: Approx. EUR 380 Where to buy it: www.bose.com or in online shops 28

TYPICAL... cake in the café “Baker Jan”. You could now decide to switch from the bicycle to a canal cruise by boat. Or continue on your bicycle to the Leidseplein square. This is a vibrant hub during the day which later turns into a lively nightlife spot. In the mood for a refreshment? The most beloved drink is still the ‘biertje’ (little beer) served in a small glass. If you wish to learn about Dutch beer tradition, head to the Netherland’s tallest windmill, “De Goyer”: Directly next door, they brew eight standard beers as well as three seasonal variants in a former bathhouse – cheers! I N S I DER T L L I T S R A V E L GUIDE Amsterdam Alongside the passion for beer, they also have football as a sort of national sport. The matches played by my favourite club, Ajax Amsterdam, in the Johan Cruyff Arena are a national affair. Named after the former star player and trainer, the Netherland’s biggest A DAY WITH KEES HOLLA For the regional service manager who has been working at STILL NL since 1990, Amsterdam is both an occasional work environment as well as the perfect destination for a short trip. arena can seat up to 54,000 people. Our menu for dinner is shaped by the rich colonial heritage: the local Indonesian restaurants are some of the best in the world. And you can ﬁnd authentic Chinese cuisine in Chinatown. For our nightlight activities, the Rembrandtplein and the Red Light District in Achterburgwal are the perfect destinations – veel pleezier! Those who, like Kees Holla, grew up just 40 minutes away by car from Amsterdam in Ankeveen, understand the great beneﬁts of the canal metropolis. Few major European cities are able to combine their historic charm with modern lifestyles quite this well. The best way to explore this canal-veined city is by ‘Fiets’, the Dutch word for bicycle. This is because there are around 500 kilo- metres of bicycle paths which form a convenient network for a journey of dis covery along the canal houses. And why are these so tall and narrow? The tax for a house used to be based on the width of its street-facing side. So the economical citizens simply constructed their homes as narrow but tall structures – with a pulley on the gable for intralogistics. Our ﬁrst destination is the Dam, the vibrant centre of Amsterdam. Here, the Royal Palace and the Nieuwe Kerk are two real landmarks that can give the many street artists a run for their money. Then you can head to the Museumplein with the most famous museums: Van Gogh Museum, Stedelijk Museum and of course the Rijksmuseum with Rembrandt van Rijn’s ‘The Night Watch’. Heading back to the canal network, you can reach the Prinsengracht. Our destination is the Anne Frank House, a landmark of civil courage during hard times. During the German occupation, Jewish citizens including Anne Frank and her parents hid in the rear building. This is where Anne wrote about her experiences in her diary. Here, you can ﬁnd the Oscar won by Shelley Winters for her role in the diary’s ﬁlm adaptation, which she donated to the museum. Then you can continue on to Jordaan, one of the oldest districts where you’ll be enticed by the shopping in Haarlemmerstraat and Haarlemmerdijk. For a little added energy, we can enjoy the raspberry K e e s H o ll a Must see: Canals of Amsterdam 29

SERVICE BOOKS APPS THE FOUR-HOUR WEEK TOGGL Conceded: The book remains as sensational and provocative Does your working day need more hours? as its title. But inside, readers will ﬁnd several fascinating Do more with the time available! With the trains of thought and new perspectives with aha! moments. time-tracking tool Toggl, you’ll keep your Author Timothy Ferriss was a workaholic working 80-hour productivity in view. Keep a real-time weeks for a long time. Then he invented MBA – Management record of what you’re currently working on by Absence – and has since lived a freer, richer and happier and how long it takes. As well as the app, life. He encourages people to see things from a different there are desktop and web versions which perspective. Could you complete your work in a completely synchronise automatically. How much time digital manner? Then why not spend part of the year working do you or your team require for which at a beach hut in Bali, and jump into the sea at the end of tasks? Does reality match your estimate? your work day? Especially since you can afford a real life of In which areas have you improved produc- luxury there with your local wage. Life is what you make of it. tivity? Toggl provides the answers and offers comprehensive evaluation functions Ferriss, Timothy (2015): The four-hour week; Ullstein Verlag for the recorded times. Paperback edition: 11.00 EUR THE CIRCLE Mae Holland has snagged a job at the “Circle”, the trendiest company in the world. The company combines the business models from Google, Facebook and co. under one roof and offers its customers an internet identity for everything. And on top of that, it makes life-changing products. The Circle’s goal is to have full transparency, free knowledge and maximum parti- cipation from everyone in everything. Employees receive ofﬁces ﬂooded with light, award-winning cuisine tailored to their DNA and free concerts by superstars. It sounds incredible in theory, TRIPIT but the reality soon becomes frightening. An exciting utopia which moves scarily close to today’s world. The book was recently adapted to a ﬁlm starring Emma Watson and Tom Hanks. Eggers, Dave (2015): The Circle; KiWi Verlag Paperback edition: 10.99 EUR Solution, conneXXt #04 P G A A A S O R E A G A N C O R D I A L M I X E R T R U C E S K I M O L A R A T T A C K T G E T C O R N E A A I D E T R I N I D A D G A R N E R C O O C O H O R T V A M E A S U R E M E N T M I L M T S A R R I D O L L I A R T C O S S E T T Efﬁcient travel management for New Workers: Simply forward all conﬁrmation e-mails for ﬂights, rental cars, hotels and restaurants to the app developer and you will receive a master travel plan in your smartphone. This can be synchronised with your online calendar and shared with others at the touch of a button. There is a free version with the most important functions as well as a professional version which costs just under 50 euros per year. This version includes features such as ﬂight change notiﬁcations. G R U Y E R E R I M E W A P I T I A N T I N O V E L L E A T O M T O M T E A L Solution: Elon Musk IMPRINT Publisher: STILL GmbH, Berzeliusstr. 10, 22113 Hamburg, connexxt@still.de; contact: Jan Christoph Sachse, Head of Marketing Communications | Senior Editors: Andreas Bauer, Heiko Görtz | Editorial team: Matthias Klug, Markus Stoll | Art Direction & Layout: Harmony Kompardt | Revision: Susann Dettmann, Punkt Punkt Komma Strich, 86150 Augsburg | Printing: 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 the 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.de 30

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