Time for a New Mindset in Europe

A lot has changed since I started writing this blog two years ago. Today, business, politics, and the media are almost in agreement that robotics is definitely the “next big thing.” We’re talking about the quantum leap marked by recent technological developments in this field, comparable to the major turning points of past industrial revolutions. I always make my vision on this matter clear in public: Germany must take the international lead in cognitive and humanoid robotics! This might be our last chance to reclaim our place as a leading technology and economic power. Pensions, climate policy, refugees – the major financial challenges of the near future would quickly lose their sting.

I constantly emphasize that Germany has the best prerequisites to lead the global robotics market. And lately, I’ve been upfront about adding that we can only achieve this if we change our mindset. This conclusion is inevitable when you look at the roots of the biggest companies of the digital age – like Amazon, Apple, Google, or Microsoft. But even looking at the early days of Germany as an industrial nation supports this theory. For this article, I had the help of a writing team to provide more detailed backing for my claim. That’s why this post is a bit longer than usual.

So, we certainly can’t complain about a lack of inventiveness in Germany and Europe. The television (Paul Nipkow, 1886), the electric car (Maschinenfabrik A. Flocken, Coburg 1888), the computer (Konrad Zuse, 1941) – many things that shape our lives today originated in Germany. But the products that came from these inventions are now mostly making cash registers ring in the U.S. and Asia. What good did it do that the German Johann Philipp Reis invented a battery-powered telephone as early as 1860? The American Alexander Graham Bell patented it and brought the economic success to the United States. And who was Sir Timothy John Berners-Lee again? He developed HTML, the transfer protocol HTTP, the URL, the WorldWideWeb browser, the first web server, the NeXTStep operating system, and the first website info.cern.ch at the European CERN research center – in short, the Brit invented the internet as we know it. Who’s making giant profits from it today? The Swiss? The Brits? Anyone in Europe? No, the “big business” is happening in the U.S. Why is that? Because an idea alone doesn’t make it the “next big thing.” It also takes the mindset to believe in an idea, along with the will to turn it into something groundbreaking. And that’s where Europe falls short. Especially in Germany.

And now, back to the mindset: In Germany, we have all the technical prerequisites to take the international lead in cognitive robotics. At Neura Robotics, we managed to establish the entire value chain in-house within two to three years: from design to construction to AI. But that alone isn’t why Neura is the only German player in the global competition for humanoid robotics today. The resources and know-how exist across several corporations and mid-sized companies in Germany, many of which are world leaders in automation, sensor technology, and control systems. So, what’s different about Neura? The mindset! In the context of this article, it’s the only logical answer. But I owe it to you to make that concrete.

I spent a lot of time in San Francisco, working as a social worker supporting a community project. Even today, I’m often in the U.S., whether I’m having talks with partners or investors as the CEO and founder of Neura. My insight into American society ranges from the bottom to the top: The belief that what is imaginable is achievable, the so-called “American Dream,” runs through all social classes. It’s part of the societal DNA to believe in a goal and deny skeptics the right to judge your dream.

I brought this mindset back to Germany, and today, it’s a fundamental part of Neura’s DNA. I’m saying this deliberately: It’s part of our DNA! Because only in combination with some “typically German” traits did a company like Neura become possible.

But there are key points where we need to develop further here in Germany if we want to stay competitive in a globalized high-tech world.

Example 1: Attitude Toward Failure

If a start-up in the U.S. goes bankrupt, it’s not a big deal. The experience is simply chalked up as part of learning. People are confident: Next time, things will go better! They cite examples of prominent figures who have hit the wall before. It’s a way to inspire hope. Things are different here in Germany: If someone is responsible for a failure or doesn’t reach their goals as planned, they are often seen as a failure. We prefer to look back and assign blame rather than look forward and learn how to do better.

The European Football Championship just ended. Can anyone name a top player who’s never lost a game? Cristiano Ronaldo or Toni Kroos have won countless titles – and they’ve also lost many times. What would have happened if they had been benched after their first defeat? Unfortunately, that’s often the path taken in German business. What a massive waste of talent and resources!

Example 2: Enthusiasm for Visions and Visionaries

I respect anyone who dares to take new paths! Let’s look forward to the future and everything it has in store for us. Let’s strengthen our sense of unity, like Daimler, Maybach, Bosch & Co. did during the founding era. I’ve written about this in my blog post “The Power of Vision,” so I won’t go into detail again here. Germany needs the same kind of enthusiasm for technology as it had back then because it brought with it a strong sense of “we’re in this together.”

Example 3: Micro-Management

Germany has also transformed over the past hundred years from a country of founders and family businesses into a country of managers. Particularly in recent decades, delegating and handing off responsibility have become widely accepted management styles. This phenomenon also exists in politics and public administration, where more and more external consultants create decision-making frameworks, thus removing responsibility from those in charge. On the other hand, many companies have already started reducing staff in what’s known as “middle management.” A lot of information gets lost when the visions and feedback from company leadership are passed down to the operational teams third- or fourth-hand. But most importantly, something essential is lost – something more crucial now than ever: speed.

Looking at the roots of successful companies – whether it’s a hundred years ago in Germany or today’s Silicon Valley – you’ll find structures where founders practice so-called “micro-management.” Steve Jobs was known for getting involved in every detail. Elon Musk does the same. Especially in today’s fast-paced world, “leader personalities” need to be generalists who can adapt their tactics – if necessary – on a daily basis. Micro-management often has a negative connotation today and is seen as a lack of trust. But the success of micro-management tells a different story. It’s the key to maintaining speed and the only way to quickly recognize when a direction is being taken in the company that doesn’t align with the set goals. My team would definitely describe me as a micro-manager. If necessary, I personally get involved everywhere. That’s the only way I, as the founder and CEO, can stand behind my investors and ensure that we’re getting the best out of every area to meet our goals. I’d never forgive myself if I didn’t at least try to contribute to solving a tricky problem in any part of the company.

Every past industrial revolution has significantly advanced the world through a technological leap. At the same time, every major technical achievement has also raised ethical and moral questions. Those who develop robots that will profoundly shape people’s daily lives in the future must bring a high level of responsibility. Germany has become a responsible nation; we always strive to think ahead and take ethical and moral questions very seriously. This is definitely a strength we must nurture and maintain in our mindset. Let’s complement it with a strong belief that we can achieve even what seems impossible! Let’s stick together and see every setback as a positive experience – as a “learning” that helps us reach our goal even faster!