Desired lateral thinkers

In the interview with innovation and trend expert Dr. Karin Vey, this basic statement comes up together with the term "VUCA". Our world, including the business world, which is turning ever faster in ever less explainable rhythms and mechanisms. The words "volatile, uncertain, complex, ambiguous" form the framework for VUCA and the platform on which managers must move today. To do this, they also need employees who think differently; laterally - so to speak.

How do you define a "lateral thinker" or a "lateral thinker"?
Dr. Karin Vey: For companies that want to succeed in the VUCA world, lateral thinkers no longer carry a negative stigma, but are an essential and increasingly constitutive part of their corporate culture. Lateral thinkers like to ask provocative questions, think radically inter- and transdisciplinary and are not satisfied with an obvious solution to a problem. They are people who cultivate wild thinking "out of the box".

Does this mean that these employees are personally and emotionally involved? That's right. They usually have a good connection to their unconscious, can draw inspiration for completely new things from it, and

"In a way, they embody the modern rebirth of Renaissance man."

are open to the diversity of the world. They also draw inspiration from other industries or get ideas and motivation from culture and art. These lateral thinkers often have a broad range of knowledge and excellent communication skills. They are able to network better and make findings from other disciplines accessible. Using the potential of diversity is a matter of course for lateral thinkers.

Cross-cultural differences seem to indicate that there are more lateral thinkers in certain countries than in others, to compare India with Switzerland, for example. Is this true and what influence does it have on a company's ability to innovate?
It seems to me that various factors relating to schools, the working environment and the social climate are central to the increased occurrence of lateral thinkers. These include, for example, the promotion of creative skills as part of basic education. But it is true that not every cultural group appreciates it when its traditional values or ways of doing things are questioned. Even Confucius back then or, for example, "all of Japan" today teach that one follows the father, schoolmaster, coach or boss and adheres to their principles. Those who have never learned to question basic principles are less likely to become lateral thinkers.

So in a business, the question might be whether lateral thinkers are valued at all.
That's right. Because an experimental, creative spirit is slowed down not least by a restrictive error culture. But companies must be able to approach new ideas, concepts and products, evaluate them, correct them and bring them to the test market. And in this process, quite naturally, be able to make mistakes. With their "fail fast - fail well" mentality, the Americans are already a few steps ahead of us.

Does that mean that every manager has to be a lateral thinker?
It is true that strengthening innovative power is becoming increasingly important. It is no longer just a matter of managing the existing business as efficiently and effectively as possible, which is the core competence of the traditional manager. Instead, new ideas have to flow into the company on a regular basis. This requires an innovation-friendly climate, creative freedom and the appreciation of personal initiative. Managers are needed who can actively listen as coaches and ask the right questions in the sense of the Socratic "art of midwifery".

But again, the "Baby Boomers " and "X" generations (1961-1981) are probably even slightly less innovation-savvy?
Managers do not need to be prototypical lateral thinkers themselves. What they do need is a sense of how to design environmental conditions that are conducive to creativity. They need to be able to put themselves in the shoes of the lateral thinkers enough to create framework conditions that allow for the optimal development of potential.

Does the local master baker also need a pinch of lateral thinking?
In the digital world, competition often arises overnight, not infrequently from unexpected sources. This can also affect the baker in the neighborhood. For some time now, baked goods can be ordered from Amazon, for example, and special needs are now also catered for. For example, another provider in Switzerland delivers vegan bread and corresponding baguette varieties directly to your home; in Zurich even free of charge with an electric car.

"The more active lateral thinkers I meet, the more exciting it gets."

In order to hold one's own against new competitors, a certain amount of innovative strength is required. For the master baker, this means first of all recognising the relevant developments. The increased attention to food intolerances or the general wellness trend are just two examples.

What are the possible solutions for the master baker?
In principle, all business models, processes, products and services could be called into question. And this applies regardless of how big the bakery is. In principle, if the goods are not delivered by postal service, shopping in the store must become an experience for the customer. Added value is necessary, otherwise the customer will ask himself, to put it bluntly, why he should even set foot outside the door.

That would mean American conditions for us as well?
In large American cities, a subculture of people is already developing who no longer want to leave the house at all, but instead bring the outside world into the cocoon of their home via delivery services and by immersing themselves in virtual worlds.

You work in the ThinkLab at IBM Research Switzerland; how do you sum up your job?
It consists of several facets. For example, it involves identifying trends in business, society and technology and discussing these findings with decision-makers from business, politics and universities. We think about innovation challenges and develop initial approaches to solutions. I also give lectures and organise specialist workshops in our ThinkLab. The more lateral thinkers I meet and can involve in my work, the more exciting it becomes. Incidentally, my main topics also include artificial intelligence (AI) and the future of training and management development.

Are you accompanied by thoughts of innovation in your personal everyday life?
I myself often work with artists and get inspired by their unconventional way of seeing the world. Art thinks differently. It can help to show what is not self-evident in what seems to be self-evident, and expresses those thoughts that are not so easy to express in words. This helps to change the perspective again and again, to think differently and to gain knowledge.
also for me privately to combine constantly new.