From fear to excitement for the future

Why curiosity is your best companion

Karl Meier stared at his wristwatch. Two hours to go. Two long hours for an activity that he was sure would get him nowhere. Futurology as a walk in the park? Seriously? His software developer Luisa had persuaded him to do it, and now he was trudging along behind the group in a bad mood.

He shrugged his shoulders. It was cold, the sky was grey. The conversations around him sounded lively, but Karl only heard fragments: ‘2030’, ‘artificial intelligence’, ‘disruption’ – all buzzwords that were of little help to him in his current situation. His mind was elsewhere. He was worried about the figures for his company, CoolGrill. A large part of the turnover still depended on automotive customers – and they were in the midst of a transformation or a struggle for survival. Mostly the latter. He had to find solutions here and now, not build castles in the air.

Future worries instead of future zest in medium-sized businesses

Karl Meier is not an isolated case. Many German company bosses look to the future with concern. According to a recent study, 37 per cent of managers doubt that their company will still be viable in ten years. [1] Particularly affected are medium-sized companies that, like CoolGrill, are rooted in traditional industries and are facing far-reaching changes. The challenges are manifold: macroeconomic uncertainties, geopolitical tensions and cyber threats are at the top of the list of concerns. Added to this is the shortage of skilled workers, which makes it difficult for many companies to adapt to new market conditions.

The cautious mood among SMEs is also reflected in investment. According to the latest BVMW year-end survey, 41 per cent of companies plan to reduce their investment volume in the next twelve months. Only 23 per cent want to invest more. [2] Karl Meier has also hit the brakes and significantly reduced his investments. Many companies are also cautious when it comes to personnel. Although a third of the companies are planning to increase their headcount, the majority (52 per cent) are keeping their headcount stable – often with great uncertainty as to whether this is possible in the long term. This is precisely the situation that Karl Meier finds himself in. He wants to avoid job cuts and hopes that orders from the automotive industry will at least remain reasonably stable.

From sceptic to curious: A faded sign sparks interest in the future

The group came to a stop in front of an unadorned, grey building. St. Georg retirement home, read Karl on the slightly faded sign.

‘We have arrived in the year 2030 on our imaginary journey through time,’ said the moderator. Karl’s group chose the topic of robotics.

A strange feeling was stirring in Karl’s stomach. Not because of the topic, but because of the location. His mother still lived at home with him. She was still independent enough to manage on her own. But for how much longer? 2030 was not far off. Would she be in a nursing home then? And if so, who would take care of her? A person? A machine?

He looked up at the windows of the building. He had never really thought about nursing homes before. But now, in this moment, the building in front of him no longer seemed like an abstract place. It was a possible scenario. A reality that could await him and his mother.

‘Robots in nursing – what do you think?’ someone from the group asked.

Karl swallowed. Cold metal instead of a warm handshake? Would robots wash his mother, help her get dressed, maybe even tell her stories? Would that be humane – or perhaps even better than overburdened nursing staff with little time?

Suddenly, the future was no longer just an abstract vision. It was a personal scenario. And Karl’s professional worries and concerns suddenly receded into the distance. For the first time that day, Karl really listened to the group’s conversations.

He couldn’t get the topic out of his head. Over the weekend, he clicked from article to article, watched videos from the World Robot Conference and read reports from Japan, where robots have long been part of everyday life. [3] And the deeper he delved into the topic, the more questions arose. What would it be like in Germany? Would his mother agree to it? Would he accept it?

Curiosity pays off: From better decisions to more innovation

Karl Meier’s curiosity about possible futures was aroused. Curiosity also pays off for his company CoolGrill. The business case for curiosity has already been positively evaluated several times. [4]

Curiosity drives us to question assumptions and challenge long-held beliefs. Curious people in companies ask questions like ‘Why?’ and ‘What if?’. This expands the solution space when solving problems and generates ideas that can later become successful innovations.

Curiosity also improves decision-making. It encourages the search for further alternatives. And curiosity drives thorough analysis. Both lead to better decisions. [5]

Curiosity also promotes resilience. Thomas Alva Edison, the inventor of the light bulb, is reported to have said: ‘I have not failed. I’ve just found 10,000 ways it won’t work.’ Without curiosity, he might have given up after a few attempts. Especially in difficult times, such as those CoolGrill is currently experiencing, curiosity can be an important tool.

Curiosity becomes drive: Karl’s next move

On Monday morning, Karl entered the office. On his way to his desk, he hesitated briefly, then headed for software development. Luisa was standing at the coffee machine.

‘Luisa, good morning! I wanted to thank you again for the walk into the future.’ His voice sounded unusually lively.

‘Wow, I wouldn’t have expected that. I thought you found it rather… well, unnecessary?’

Karl laughed softly. ‘Yes, I thought so too. But the stop at the nursing home. The topic of robotics. I did research all weekend.’

‘And? Did you find anything exciting?’

‘More than that. I wonder if humanoid robots could be a whole new market segment for us. I have no idea how or what exactly, but I can’t get the thought out of my head.’

Luisa didn’t hesitate. ‘Then let’s turn it into a FedEx Day. A day on which we explore exactly that with our team and maybe a few external experts: Where can we as CoolGrill start in this area? And at the end of the day, we make what we have found out tangible in a prototype.’

He nodded. ‘I have no idea how to do that. But we’ll just do it. Do you want to organise it?’

From thinking to doing: How to encourage curiosity in your company

Curiosity is more than just a personal trait – it is a success factor for companies. Studies show that curious companies are more innovative. They make better decisions and are more persistent. [6] Karl Meier has acquired a taste for it. His curiosity and openness have led him to an idea that could steer his company in a completely new direction.

If you too have acquired a taste for encouraging curiosity in your company, then I have three final tips for you to try out and vary:

1. Establish a routine of asking questions. How about a #QuestionFriday, when you ask questions on a topic related to your company or industry? Those who are brave question things or turn them on their head.
2. Get out of your usual thinking frame, get out into the fresh air: a future walk is more than just a walk. It gets people moving – physically and mentally. New surroundings, fresh air and random stimuli spark curiosity and help to break through habitual thought patterns.
3. Give curiosity free rein in your company and tinker with ideas, following in the footsteps of Thomas Alva Edison. Organise a FedEx Day or a hackathon.

Are you curious about curiosity? Then pick one of the three tips and try it out over the next seven days. Curiosity is like a muscle – if you train it, you strengthen your innovative ability. But no runner starts a marathon right away. First, you have to get off the couch. Instead of a prototype as the result of a whole FedEx Day, maybe an hour during your lunch break to create a document or a short video is enough. Instead of a two-hour Future Walk, a 30-minute walk across the factory premises after lunch can also provide new inspiration. Good luck with your curiosity.

Notes (partly in German):

Tobias Leisgang is a moderator and companion for companies that want to courageously break new ground. If you still find it difficult to get started, feel free to visit his website or contact him on LinkedIn to walk the first few metres together. 😉

[1] Haufe: Rezession, KI und Investitionen: Was deutsche CEOs bewegt
[2] BVMW: Jahresendumfrage 2024/25 – Deutsche Unternehmen zwischen Herausforderung und Zukunftschancen
[3] YouTube: Aging Japan turns to AI robots to care for older people
[4] Harvard Business Review: The Business Cases for Curiosity
[5] Human Capital Leadership Review: Leveraging Curiosity: How Asking Questions Drives Innovation and Success
[6] fontiers: From entrepreneurial passion to business model innovation: The role of entrepreneurial learning and curiosity

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Tobias Leisgang has published further posts on the t2informatik blog, including: