Swiss SMEs: why hybrid profiles are essential in 2026

1. The context: digitalisation, skills and training challenges

Swiss SMEs make up 95% of the country’s economic fabric and employ a large share of the Swiss workforce. However, not all of them have a clear strategy for digital transformation: only half carry out an analysis of new technologies at least once a year, or have a structured digital plan.

The main challenges? A lack of time, resources and in-house skills to implement technological innovation sustainably.

2. Hybrid profiles: what they are and why they matter

According to Andrea Belliger, a digitalisation expert at the IKF in Lucerne, digital acceleration, the AI boom, growing data volumes and automation are upending the world of work. A new generation of “hybrid profiles” is emerging: professionals who combine technical skills (IT, data literacy, AI) with cross-cutting abilities such as change management, empathy, communication, critical thinking and digital ethics.

Concrete examples:

• Nurses with analytical skills for healthcare data.
• Architects who integrate digital construction skills.
• IT specialists who become designers of automated processes.
• HR specialists who turn into agents of cultural transformation.

3. The lag in training: a structural problem

The training system struggles to keep pace with technological change. There’s a shortage of teachers with expertise in areas such as artificial intelligence, agile working or digital ethics. This creates a paradoxical situation: the more SMEs operate in regulated and complex sectors (e.g. healthcare, finance, construction), the greater the demand for professionals with mixed skill sets, yet the harder it is to train them in time.

4. New ways of working: resilience, autonomy and a participative culture

Digitalisation isn’t just about tools: it’s also a cultural transformation. SMEs are shifting their management model towards more agile, participative structures. Key concepts are emerging:

• New Work: flexible work, autonomy, distributed responsibilities.
• Servant leadership: leadership that supports rather than commands.
• Self-managed teams and horizontal structures: shared decisions, greater inclusion.
• New Pay: transparent pay models, shaped collaboratively.

These practices make SMEs more resilient and attractive, especially to talent looking for human, participative environments.

5. Strategic digitalisation: indispensable support

The digital transformation of SMEs is also crucial for the country’s competitive position. Switzerland invests in training and technology, with advantages in microtechnology and precision engineering. At the institutional level, support initiatives are on the rise:

• Digitalswitzerland, which promotes fintech, cybersecurity and digital administration.
• Economiesuisse, which facilitates the regulatory and informational environment for SMEs.
• Swissmem and Industry 2025, aim to encourage the adoption of Industry 4.0 solutions.

6. Proposals to strengthen hybrid profiles in SMEs in 2026

Some actions worth considering:

1. Practical ongoing training: create courses in partnership with institutes such as the IKF to develop digital/soft skills in project management teams.
2. Digital workshops and masterplans: help define a concrete, scheduled digital strategy.
3. Collaboration between companies and training centres: develop tailored internships or courses, based on a check of real needs.
4. Internationalisation and innovation: promote hybrid profiles for expansion abroad too, a growing area for SMEs.
5. An evolved company culture: adopt participative organisational models, valuing internal agility and staff engagement.

Conclusion

In 2026, Swiss SMEs have a strategic opportunity if they invest in hybrid profiles: people capable of combining digital skills with human abilities. The benefits are many: greater agility, adaptability, resilience and attractiveness. Institutional support and an inclusive company culture can turn this shift into success.