collaboration.ch helps leaders turn human-machine collaboration into an AI-native operating model: one that expands room to act, not one that shrinks it.
Since the 1960s, the average tenure of a company in the S&P 500 has fallen from 50 years to 18 today. Whoever fails to reorganise how people, machines and processes work together loses room to act before they notice.
AI is accelerating this further. The gap to the best is widening faster.
Work is distributed globally whenever it stays part of the same process. Location matters less, coordination matters more.
We increasingly work with AI and AI agents - fundamentally changing how work gets done and how people work together.
Rigid, one- or two-dimensional org charts give way to flexible process chains and teams that assemble themselves.
Whoever loses margin and buffer loses the ability to act. Room to act becomes the real currency of change.
When human-machine collaboration truly works, value compounds across every relationship in your business - that was the starting thesis back in 1987, long before the first chatbot: structures that raise profit and quality of life at the same time.
Seamless collaboration between people and machines that clients actually feel - not friction they have to work around.
Next-generation tools that help people get the job done - with noticeably more room to act, not more screen time.
When collaboration works end to end, the result is durable performance: stable cash flows and lasting enterprise value.
Next-generation software is no longer a headache to work around - it is real help to get the job done. We design the operating model so information turns into tangible action, with minimal screen time. This is what real digitisation looks like today.
As ABB chairman Peter Voser puts it: "Trust your people - when there is trust, performance follows." Technology only creates value when people stay at the centre: AI augments human judgment and meaning rather than replacing what makes teams effective.
"Technology used to be operational. In the last 10 years something decisive has changed: technology is now strategic."
Peter Voser, Chairman of the Board, ABB AG - UZH Alumni Lunch, 4 June 2026The title is no coincidence. In 1992, Prof. Dr. Bruno Krapf wrote "Aufbruch zu einer neuen Lernkultur" ("Departure to a new learning culture"), on new patterns of thinking in teaching and learning.
Almost four decades ago, in 1987, Eric Krapf wrote a school essay at the Kantonsschule Büelrain in Switzerland about his professional future: he wanted to develop and implement organisational structures that raise profit and quality of life at the same time.
Since then, Eric Krapf has pursued the same question for the world of work: how do we build structures in which people - and now machines too - can genuinely collaborate with joy, purpose and success?
That pursuit took him through a wide range of companies. During seven years in Germany he founded two companies himself and became one of the youngest board members of a German public company. Back in Switzerland, he served as Vice President, CEO and Head of Sales at companies large and small - among them board member of TSI Software AG, CEO of Atos AG, Head of Engineering Services Europe at Tata Consultancy Services, and VP Europe and Head of Digital at Quest Global.
Today, Eric Krapf is the driving force behind the PROFITABLEGROWTH Group, which builds AI-native growth systems with and for companies - grounded in the principles of "Departure to a new working culture": humanism, respect for the individual, democracy, freedom, constructivism, creativity and reciprocity.
School essay on his professional future: organisational structures that raise profit and quality of life at once.
Collaboration capital, distributed work, and the economics behind global collaboration.
University of Zurich graduation ceremony: collaboration and the ability to act become more important than obedience.
Departure to a new working culture, put into practice - AI-native growth systems for companies.
The PROFITABLEGROWTH Group is this thinking put into practice - for companies convinced that profitable growth, humanity and high job satisfaction don't just belong together, but actually depend on one another.
Visit profitablegrowth.chA focused engagement that moves from clarity to a working AI-native operating model.
We find where human-machine collaboration can add real, perceived value in your specific context - not generic transformation.
We shape an AI-native operating model around your people and outcomes, keeping humanism and judgment integral throughout.
We turn information into tangible action with minimal screen time, so the new way of working sticks and compounds.
The thinking behind collaboration.ch draws on dedicated research alongside work from McKinsey and the University of Zurich, plus behavioural-science studies on trust and cooperation - among them David Rand (Harvard) and Joachim Bauer (University of Freiburg). Cooperation, research shows, is intuitive to humans - not the exception.
A short conversation to explore how human-machine collaboration can add value in your context - no obligation.