“Innovation is teamwork”

In october 2024, Bramwell Kaltenrieder will become the Head of Continuing education at the School of Engineering and Computer Science. As a computer scientist with a focus on people, an innovator in advertising and a strategic consultant, he brings his digital and entrepreneurial expertise and many different perspectives to the job.

Bramwell Kaltenrieder, as an innovator, what exactly does the term “innovation” mean to you?

At its core, innovation is about launching or updating products, services, processes or even business models. This enables companies to optimise their processes, better meet customer needs or even reposition themselves on the market with innovative business models.

How do you create the perfect conditions for innovation?

First of all, the company management must agree that it wants to be more innovative. It must define goals and create a framework for novel approaches. Furthermore, innovation requires motivation.

Managers must actively promote and value innovation. Moreover, they have to create a psychological security climate. Innovation means to try something new, to bring crazy ideas to the table and to tolerate failure.

Is this “fool’s freedom” the major stumbling block of innovation processes?

No. While learning from failure is certainly important, it is crucial to acknowledge that innovation requires resources. Bottom-up innovations arise when employees can directly contribute and implement improvements at an operational level. Employees can also make suggestions when it comes to new products and business models. But to succeed on a larger scale, innovation needs resources, and therefore a management that makes these resources available.

How do companies build psychological safety?

I follow the recommendations of my esteemed colleague, Professor Ina Goller, who conducts research in this field and teaches in various degree programmes. She is also a member of the management team for Continuing Education at the School of Engineering and Computer Science.

On the one hand, it is about bringing our teams into a learning zone in which a culture of learning from failure can create psychological safety, which in turn fosters accountability. On the other hand, we must encourage teams to work together in a spirit of equal participation and reciprocal helpfulness. Finally, transparent communication is fundamental.

How can employees contribute to innovation?

Their contribution can take several forms: their individual specialist knowledge gained at work, creative thinking, and familiarity with creative and innovative methods. It is the only way to break out of familiar patterns. And finally, employees must have the motivation to get involved in the innovation process in the first place, and to collaborate with colleagues in the innovation process. For innovation is teamwork.

With the rise of AI, is innovation all down to computers?

I don’t think so. ChatGPT is a good example. When I am alone at work and need to find ideas on the spot, I ask the AI chatbot for a few suggestions. It is a tool like any other that can be used in the innovation process.

It can help, but at the end of the day, people have to initiate, evaluate, decide, test and implement. That is why BFH emphasises the importance of a “humane digital transformation”: by the people, for the people.

What goals are you determined to achieve as Head of Continuing education at the School of Engineering and Computer Science?

It is important to us that our clients remain enthusiastic about our degree programmes and recommend them to others. We will also try to explain our great offer in detail and improve our marketing. And finally, we want to cater to the needs of the industries based here, at the southern foot of the Jura, with one or two innovative products.