Weekly Wrap-up: Our Topics in week 39

Prof. Dr Christian Hackenberger of Humboldt University of Berlin and the Leibniz-FMP is one of this year’s twenty winners of the prestigious UNIPRENEURS initiative, which recognises outstanding achievements in spin-offs. His research focuses on the development of new chemical methods for biomolecule modification, as well as P5 labelling technology for innovative antibody-drug conjugates (ADCs). Together with partners, he founded the biotech company Tubulis in 2019; its P5-ADCs are currently being tested in clinical trials for the treatment of ovarian and lung cancer. The acquisition of Tubulis by the US pharmaceutical company Gilead in April 2026 for up to 5 billion US dollars ranks among the largest transactions in the European biotech sector in recent years. HU President Prof. Dr Julia von Blumenthal congratulated him on this honour and emphasised the great importance of spin-offs in addressing pressing societal problems, such as novel cancer therapies. Read more in our Newscorner: HU professor is one of the 20 UNIPRENEURS 2026 | Humboldt Innovation

The start-up mika has raised 6 million euros in a seed funding round led by Smedvig Ventures, marking another milestone following its participation in the AI NATION Accelerator. Using proprietary AI models trained on German tax and accounting law, the company automates bookkeeping, VAT returns and annual accounts, thereby significantly easing the burden on founders. The AI automation is complemented by a team of in-house accountants who step in whenever human expertise is required. Since the start of the year, mika has expanded its customer base from 400 to over 750 companies, surpassed the one million euro mark in annual recurring revenue (ARR) and achieved monthly growth rates of over 20 per cent. In doing so, the start-up is lowering the bureaucratic hurdles involved in setting up limited liability companies (GmbHs) in Germany and making entrepreneurship accessible to even more people.

Der Beitrag Week 39: HU Professor is an UNIPRENEUR, AI NATION Team secures €6 Million in Funding Round erschien zuerst auf Humboldt-Innovation Insights.

Weekly Wrap-up: Our topics in week 37

Experiencing green chemistry first-hand: greenCHEM’s latest start-up visits offered fascinating insights into pioneering deep-tech innovations. A particular highlight was the visit to the Scale-Up Lab, where participants took an in-depth look at the water treatment solutions offered by the start-ups Aquapur and Liqchlor. This provided a compelling demonstration of how chemistry and bio-based materials can be used to solve pressing environmental problems such as water pollution. Alongside the technological approaches, the focus was primarily on practical questions regarding setting up a business and tackling day-to-day challenges. Such events demonstrate once again how scientific findings are translated into concrete, sustainable technologies for practical application: https://lnkd.in/p/d_weYa3e

In its ‘Zukunftsköpfe’ series (≈trailblazers series), Projekt Zukunft Berlin profiles the entrepreneur Nora von Breitenbach and her start-up Quouch, which was spun off from the HU. This specialised platform enables FLINTA* and queer people to travel safely around the world and make local connections. Rather than mere technological hype, the focus here is on fostering trusting, human connections. The fact that this approach is winning people over was demonstrated not least by the company reaching the semi-finals of the Berlin Female Founders Contest. The interview highlights how innovations for niche target groups can transform the travel sector in a sustainable and more inclusive way: Leaders of Tomorrow: Nora von Breitenbach of Quouch – Berlin.de

Der Beitrag Week 37: Experiencing Green Chemistry first-hand, Quouch Founder is one of Berlin’s “Zukunftsköpfe” erschien zuerst auf Humboldt-Innovation Insights.

In 2025, Science & Startups was ranked 19th; in 2026, it has secured 12th place in the Financial Times, Statista and Sifted ranking of Europe’s leading start-up hubs. This rapid rise is a special honour, as it is based, amongst other things, on the honest assessments of the founders who got their start at Science & Startups. Perhaps Berlin’s start-up hub will climb a few more places in 2027 – and you can help make that happen by taking part in the current survey: Start_UP_Hubs_Alumni

From 10 August to 5 October 2026, researchers and small and medium-sized enterprises based in Berlin can once again apply for the ProValid funding programme with their projects. Projects must still be in their early stages and therefore not yet ready for the market. Funding is available for validation activities such as technical feasibility studies, prototype development or market potential analyses. ProValid was launched to bridge the funding gap between research and commercial application. The programme is commissioned by the State of Berlin and administered by IBB Business Team GmbH. Apply now: ProValid Forschungsförderung | IBB Business Team GmbH

Health-tech start-up Noah Labs is a finalist in the Falling Walls Venture 2026 competition, making it one of 25 companies selected from 370 entries from 60 countries. On 6 November, the team will take to the stage at the Falling Walls Science Summit in Berlin to deliver their pitch, entitled “Breaking the Wall of Heart Failure”, and compete for the Science Breakthrough of the Year 2026 award. The Falling Walls Foundation is the patron of the event and brings together science, business and society to create forward-looking impact. Tickets for the summit are available at: Attendees 2026 | Falling Walls

Der Beitrag Weeks 32 & 33: Science & Startups ranks 12th in List of Europe’s Leading Start-Up Hubs, ProValid moves into its Second Round, News from Noah Labs erschien zuerst auf Humboldt-Innovation Insights.

After she had spoken to the Tagesspiegel, we too invited her for an interview: Dr Heidi Mauersberger, a researcher at the Chair of Social and Organisational Psychology at Humboldt University in Berlin, is conducting research into conflicts in the workplace. Can conflict in the workplace actually be a good thing? If so, how might this work? We discussed this and more in detail with the expert in our interview, and also looked at the influence of a culture of debate on companies’ capacity for innovation. Read it now: Effective Conflict Management for better Working Atmosphere and Spirit of Innovation – Humboldt-Innovation Insights

Throughout the year, people can enter their ideas – whether fully developed or still in the early stages – into Science & Startups’ ‘100 to 100’ ideas competition, win 100 euros and be announced as a winner on social media. Most recently, Lilli Kiessling and Constantin Rohrbach took the prize with their AI tool CiteLM. Lilli came up with the idea of developing a tool to check the references in academic texts whilst working on her Master’s thesis at Stanford. Before CiteLM is launched, the ongoing pilot studies will be completed. You can apply with your own idea here: 100 bis Euro | Match’em

Der Beitrag Week 31: HI:LIGHTS on Workplace Conflicts, the ‘100 to 100’ Ideas Competition running throughout the Year erschien zuerst auf Humboldt-Innovation Insights.

For more than ten years, Dr Heidi Mauersberger has been conducting research at the Chair of Social and Organisational Psychology at Humboldt University in Berlin. As well as emotion regulation, the quality of social interactions and the perception of pain, the psychologist focuses on a topic that most people encounter at some point in their lives: workplace conflicts. She was recently interviewed by the Tagesspiegel for an article which suggested that arguments in the office are not necessarily a bad thing. We have now spoken to the researcher to find out what a constructive culture of debate entails and how it can influence companies’ capacity for innovation.

I was fascinated by the fact that one and the same disagreement can play out in very different ways: it can lead people to develop better solutions – or it can cause lasting damage to their working relationship. Conflicts are inevitable in the workplace because people bring different perspectives, interests and ways of working to the table. What matters, therefore, is not just whether there is a disagreement, but how a conflict is perceived and handled. I am particularly interested in the emotional dynamics involved: when does a disagreement remain objective, and when do those involved feel personally attacked?

“Conflicts are inevitable in the workplace because people bring different perspectives, interests and ways of working to the table.”

A central theme running through my research is the question of when a task-related conflict tips over into a relational conflict. Task conflicts, for example, involve differing views on how a problem should be solved or a task carried out. Relational conflicts, by contrast, are characterised by personal tensions, hurt feelings or disparagement.
I am interested in the emotional and communicative processes that facilitate this transition – and how it is possible to negotiate differing positions without damaging the relationship between those involved. Factors such as the interpretation of the other person’s behaviour, the quality of the interaction and how one manages one’s own emotions play an important role in this.

The biggest misconception is probably that conflict is inherently harmful and that a harmonious team is automatically a good team. A lack of dissent can also mean that employees do not voice their concerns, do not address mistakes, or go along with the majority opinion too readily.
At the same time, it would be equally wrong to portray every conflict as productive. Objective differences of opinion can open up new perspectives and improve decision-making. However, as soon as the dispute becomes personal, the potential benefits diminish significantly. The crucial question is therefore not: ‘Is conflict good or bad?’, but: ‘What kind of conflict are we experiencing, and how is it being handled?’

I was surprised by just how much even a personal element within a professional conflict can impair subsequent performance. Our research suggested that it is not merely the immediate experience of stress that is decisive here. Rather, the loss of mental energy appears to be particularly relevant.
Anyone who, during a professional dispute, also has to deal with belittlement, mistrust or personal tension subsequently has fewer resources available for the actual task at hand. Interpersonal conflicts are therefore not only unpleasant, but can actually leave people feeling completely drained. This shows why treating one another with respect is by no means merely a matter of good manners, but is also crucial to a team’s performance.

“Interpersonal conflicts are (…) not only unpleasant, but can actually leave people feeling completely drained. ”

A constructive culture of debate emerges when differing viewpoints are explicitly permitted, whilst at the same time clear boundaries for how we interact with one another are in place. Criticism should relate to ideas, decisions or processes – not to a person’s character or competence. It is also important to address conflicts at an early stage, before negative interpretations and hurt feelings become entrenched.
Managers play a key role in setting an example here. Through their own behaviour, they shape whether dissent is seen as a valuable contribution or as a disruption. This includes being able to accept criticism themselves, admitting to uncertainties and intervening consistently in the event of personal attacks. A good manager does not prevent every conflict. Rather, they create conditions under which conflicts can be dealt with objectively.

What matters most is how managers react to the first critical comment. If they thank the person for their objection, ask interested follow-up questions and give the argument serious consideration, they send out a strong signal. If, on the other hand, they react defensively or dismissively, or later punish the person in question indirectly, everyone present will very quickly learn that openness is not welcome.
It is also helpful to actively seek out counter-arguments before the manager themselves states their position. Otherwise, there is a risk that employees will simply go along with the decision. Psychological safety does not arise from a mission statement or the phrase ‘My door is always open’, but through repeated, concrete experiences: I can raise a problem, express a different opinion or admit a mistake without being personally disparaged for it.

“What matters most is how managers react to the first critical comment.”

Innovation rarely arises when everyone is of the same mind from the outset. Teams need different perspectives, critical questioning and a willingness to challenge existing solutions. Objective dissent can help to identify weaknesses at an earlier stage, develop more alternatives and avoid hasty decisions.
However, this only works if employees actually voice their thoughts and other viewpoints are seriously considered. In a culture of debate characterised by personal attacks or fear, unconventional ideas are more likely to be held back. Relationship conflicts also tie up attention and energy that are then lacking for creative thinking. It is not the greatest possible amount of debate that fosters innovation, but rather the ability to use differences of opinion respectfully and productively.

A healthy culture of debate is characterised by the fact that staff can disagree, ask questions and even change their minds without losing face. Different perspectives are not merely tolerated as a matter of form, but are clearly taken into account in decision-making. Following a controversial discussion, those involved can continue to work together in a spirit of trust.
A conflict becomes problematic when the discussion shifts from the issue at hand to supposed personal characteristics: ‘You’re incompetent’, ‘It’s impossible to work with you’ or ‘You always do it like that’. Other warning signs include sarcasm, exclusion, recurring unresolved disputes, brooding over conversations and deliberately avoiding certain people or topics. At the very latest when employees stop voicing important objections in order to avoid negative reactions, action is needed.

“A conflict becomes problematic when the discussion shifts from the issue at hand to supposed personal characteristics: ‘You’re incompetent’, ‘It’s impossible to work with you’ or ‘You always do it like that’. ”

I would advise managers to make dealing with dissent a visible and integral part of their leadership routine. This means, for example, explicitly asking before important decisions: ‘What are the arguments against this proposal?’ or ‘What risks are we overlooking at the moment?’ It is then crucial not to justify or penalise the person raising the objection, but rather to acknowledge their contribution first and examine the substance of their argument.
This establishes a key principle: criticism of an idea is not an attack on a person, but a contribution to our collective work. When employees repeatedly experience that objective dissent is welcome and treated with respect, this not only improves the culture of debate, but also enhances the quality of decisions and the team’s capacity for innovation.

Der Beitrag Effective conflict management for a better working atmosphere and a spirit of innovation erschien zuerst auf Humboldt-Innovation Insights.

With one exception, all figures in the Humboldt Founder Report have risen significantly over the past quarter. Among other things, Humboldt Founders created a total of 2,543 new jobs, completed 33 funding rounds and founded 13 companies, 11 of which are based in Berlin. A glance at the reports up to 2024 makes it clear just how much has changed in the space of two years: whilst there were 488 companies founded by Humboldt Founders in the first quarter of 2024, the figure now stands at 859. If you are also a member of staff or an alumna or alumnus of Humboldt University of Berlin, you too are welcome to join the Humboldt Founders Club and meet like-minded people: Humboldt Founders Club Anmeldung

The Resilience Technology Campus Marienpark Berlin is a partner of Science & Startups for Batch III of the Berlin Start-up Grant. For Batch III, Science & Startups is seeking science-based start-up ideas that strengthen the resilience of critical infrastructure. Marienpark Berlin does precisely this by acting as a mission-driven ecosystem that brings together science and entrepreneurship with a focus on strengthening resilience. Winners of the Berlin Start-up Grant can further expand their businesses with the help of the campus’s hardened infrastructure. Secure data centres, laboratories and protected development and production areas are available, enabling sensitive technologies to be developed. In this way, innovations can not only be created but also tested and validated under real-world conditions. The deadline for applications is 3 August 2026. The last opportunity for an initial consultation is 31 July 2026. Book an appointment now: Kontakt

Der Beitrag Week 30: Humboldt Founder Report of Q2/2026, Resilience Tech Campus is Partner of BSS erschien zuerst auf Humboldt-Innovation Insights.

The Start-up Association’s ‘Next Generation’ report confirms Berlin as Germany’s strongest hub for start-ups: with 429 new start-ups in the first half of 2026, Berlin has set a new record for the whole of Germany. Hamburg follows with 212, Munich with 208 and Cologne with 90 new start-ups over the same period. In terms of start-ups per capita, Berlin takes second place among the federal states and is thus well ahead of the rest. Only Munich performs better in this respect, taking first place. Further, it is also interesting to note that 34 per cent of all new start-ups in Germany now have a clear link to AI. In 2025, this figure stood at just 27 per cent. Berlin’s start-up scene is benefiting from this, with its infrastructure shaped by AI incubators such as AI NATION.

Julia von Blumenthal, the renowned political scientist and President of Humboldt University of Berlin, has now become a member of the Business Angels Club Berlin-Brandenburg e.V. (BACB), where she is promoting the transfer of knowledge. Here, von Blumenthal’s expertise is intended to bring together academic research and private investors in order to optimally drive forward academic spin-offs. Within this framework, the aim is also to expand cooperation with the start-up platform JUNI. Von Blumenthal wants to “build bridges and bring networks together. The aim is to link excellent academic research with the right investment (…).”

Der Beitrag Week 29: “Next Generation” Report 2026, HU President Member of BACB Board of Trustees erschien zuerst auf Humboldt-Innovation Insights.

Last week, representatives of chemistry-specific technology transfer ecosystems, such as Carolina Wolters Soto and Martin Rahmel from greenCHEM, discussed with Green Party members of the Bundestag how to bridge the gap between excellent chemical research and genuine innovation. The focus was on greenCHEM’s discussion paper “GO-Chem” and the question of how technology transfer in the chemical sector can be specifically strengthened. The chemical industry is of vital importance for a climate-neutral and sustainable economy. Whilst Germany has the necessary research infrastructure, translating research into practical applications remains a major challenge. The experts noted that this step requires dedicated transfer teams, transfer-specific chemical laboratories and infrastructure, as well as funding programmes. greenCHEM’s discussion paper outlines what a specific funding programme for transfer teams in the chemical sector might look like. One thing is clear, however: a successful transformation can only take place if science, politics and industry work together.

Berlin has reached a new record high with 429 newly founded start-ups in the first half of 2026. This represents a 21 per cent increase compared with the second half of 2025. However, there is no time to rest on these figures, as Germany’s major cities are also catching up. New companies are constantly emerging in Munich, Hamburg and Cologne, and university cities in particular – such as Aachen, Potsdam and Heidelberg – are experiencing a boom. Berlin’s success is largely driven by the close collaboration between Berlin’s universities and the Charité through the Berlin University Alliance, which enables research innovations to be directly translated into start-up activities.

Der Beitrag Week 28: Bundestag meets Chemical Industry, 429 Berlin Startups within first Half of Year erschien zuerst auf Humboldt-Innovation Insights.

Last week, the Berlin and Munich AI NATION offices simultaneously hosted a summer party and were connected via live stream. Founders, mentors, and friends from the ecosystem came together and spent a relaxing summer evening accompanied by live DJs, snacks and cold drinks at AI Campus Berlin.

Monday of last week started with an innovate! work session by greenCHEM, where participants discussed German regulations for Green Chemistry startups. Further, they explored how circularity can be a useful strategy rather than just a checkbox on the compliance agenda. One key takeaway was that startups should consider regulations from day one. Waiting too long could quickly become overwhelming and lead to avoidable costs.

Der Beitrag Week 27: AI NATION celebrates summer party, innovate! work session by greenCHEM erschien zuerst auf Humboldt-Innovation Insights.

In the Innovation Lab “Practical Challenge: Market and Positioning Analysis”, students took on the role of strategy consultants this summer term. The aim? – To successfully position the Berlin Industrial Group’s (B.I.G.) new hardtech campus in Berlin and across Europe. The students and seminar leader Anett Lommatzsch recently celebrated the conclusion of the event together with experts from industry and academia. The participants had the opportunity to present their seminar findings to the audience. These included, amongst other things, the following: the campus stands out for its high level of hard tech expertise, can capitalise on the opportunities presented by Berlin’s new Deep Tech Agenda, increase its visibility and hold its own against other brands. The students argued that the B.I.G. should not expand indiscriminately, but should instead be positioned and marketed as a ‘prototype-first-series’ campus.

Disruptive technologies are key to competitiveness, prosperity and sovereignty. Germany and Europe must not fall behind other nations in this regard and must “take more risks, move faster (and) (…) lead the way technologically”. The latter was the motto of the Research and Innovation Summit, which took place in Berlin on 25 June 2026 and was also attended by HI Managing Director Volker Hofmann. Representatives from business, academia and politics discussed how Germany and Europe can bring these technologies into practice more quickly.

Der Beitrag Week 26: Closing Session of InnoLabs, Research and Innovation Summit 2026 erschien zuerst auf Humboldt-Innovation Insights.