Swissmechanic & EIM Switzerland: From Interim Assignment to an Industry-Wide Transformation

Nicola Tettamanti (N.T.): The association was going through a challenging period. The Swiss MEM industry was facing increasing economic pressure, while expectations towards industry associations were evolving significantly – both strategically and operationally. There was a clear ambition to further develop the organisation, professionalise key processes and strengthen the association’s long-term sustainability.

Erich Sannemann (E.S.): I joined a team with a high level of expertise and commitment, but one that was also heavily absorbed by day-to-day operations. Many processes had evolved over time and were deeply rooted in the organisation’s history. While the association was functioning well, the increasing pace of change in its environment required greater agility and clearer priorities.

2. What was the Interim Manager’s original mandate?

N.T.: The initial priority was to ensure the operational stability within the association’s executive office. At the same time, we wanted to further develop the organisation and deliberately bring in an external perspective to challenge existing assumptions and critically review the status quo.

E.S.: My mandate was to take over the operational leadership of the executive office. The goal was not to reinvent everything, but rather to listen first, understand the existing structures and build trust before initiating any changes.

3. What did the Interim Manager achieve in relation to the original mandate, and how did he approach the assignment?

N.T.: Erich quickly brought structure and clarity to key topics. Processes were reviewed, priorities were sharpened and strategic discussions were initiated. What proved particularly valuable was his ability to combine analytical thinking with a strong focus on execution.

E.S.: For me, a pragmatic approach was essential. Change needs to be understandable and manageable; it should not overwhelm the organisation. The objective was therefore to challenge established ways of working where necessary and implement improvements step by step.

4. When did the idea of closer collaboration in vocational education and training first emerge, and what triggered it?

N.T.: The idea emerged from direct feedback from the industry. Many member companies found it increasingly difficult to understand why identical professions were supported by different processes, documentation and systems at Swissmechanic and Swissmem. Particularly in vocational education and training (VET), it became clear that companies were looking for simpler and more transparent solutions for training apprentices.

E.S.: As discussions progressed, it became apparent that both associations were facing very similar challenges in vocational education and training. This gradually led to the question of whether certain activities and responsibilities could be aligned more closely.

5. What role did the Interim Manager play in bringing this option to the table?

N.T.: The external perspective proved extremely valuable throughout this process. Erich was able to assess certain topics more objectively and raise questions that might not have been discussed as openly internally. This helped reveal that a closer collaboration in vocational education and training could offer tangible benefits for the industry.

E.S.: My role was not to propose ready-made solutions. Rather, it was to stimulate discussion and facilitate a joint analysis of where simplification and synergies could create value for the industry.

6. Were there any initial reservations or resistance to such a far-reaching change?

N.T.: Yes, naturally. Associations are strongly shaped by their identity, traditions and long-established structures. This made it all the more important to communicate that the objective was not to diminish the independence of either organisation, but to create simplification and deliver tangible benefits for companies and vocational education.

E.S.: Resistance is a natural part of any transformation process. Transparency was therefore essential – clearly explaining why certain questions were being raised in the first place and what benefits closer collaboration could bring.

7. What were the key steps on the journey from the initial idea to closer collaboration in vocational education and training?

N.T.: The process began with an assessment of the existing situation and the needs of member companies. This gradually led to a broader discussion about how duplication could be reduced and vocational education and training made simpler and more effective for companies.

E.S.: The process evolved step by step – from analysing the situation and holding strategic discussions to evaluating concrete collaboration models. A key success factor was involving stakeholders early on and carefully assessing the available options.

8. Which challenges proved particularly critical during the transformation process (e.g. cultural, political or organisational)?

N.T.: The greatest challenges were undoubtedly cultural in nature. Both associations have their own traditions, structures and established ways of working. At the same time, organisational and political interests, as well as stakeholder expectations, had to be carefully balanced throughout the process.

E.S.: The challenge was to drive change without calling the identity of either organisation into question. Particularly in vocational education and training, this requires a high degree of sensitivity, open communication and trust.

9. Was there a defining moment that ultimately enabled closer collaboration?

N.T.: A key moment was the realisation that the needs of member companies were largely identical. This shifted the focus towards a more fundamental question: how the associations could provide practical, easy-to-understand solutions for vocational education and training.

E.S.: The real breakthrough came when discussions moved beyond existing organisational structures and instead focused on the needs of companies and apprentices. Once that perspective was adopted, the benefits of closer collaboration became apparent very quickly.

10. What will change in practical terms as a result of the closer collaboration between Swissmechanic and Swissmem in vocational education and training?

N.T.: The collaboration creates a foundation for using resources more effectively and for making processes in vocational education and training clearer and easier to navigate. Ultimately, both member companies and the industry as a whole stand to benefit.

E.S.: At its core, the objective is simplification. Companies should be able to focus more on training apprentices and less on dealing with different systems, processes or parallel sets of documentation.

11. What specific value did the Interim Manager bring to this process?

N.T.: Erich brought an independent perspective to the organisation and challenged established assumptions by raising questions that might not otherwise have been asked. At the same time, he successfully combined operational stability with strategic development and helped align different perspectives around a common objective.

12. What lasting impact will remain, and what lessons can be drawn from this assignment for future transformation initiatives?

N.T.: One lasting lesson is that change is most successful when it creates tangible value for the stakeholders involved. The assignment also demonstrated the importance of regularly challenging established structures and remaining open to new approaches and solutions.

E.S.: For me, this assignment reinforced that sustainable change requires time, transparency and trust. Equally important is the willingness to actively consider different perspectives and use them to develop solutions that are both practical and sustainable.