Unlocking Unique Brains: Mike Knapp on Neurodiversity, AI, and Breaking Through in Tech

Get the low down on neurodiversity, AI and tech from serial entrepreneur Mike Knapp. ICMI shot him a few questions, hoping to pick his brain on these complex but incredibly important and relevant subjects.

 

1. What’s your biggest tip for tech entrepreneurs looking to break through?

Don’t start writing code before you make your first sale!

When we started Shoes of Prey, we didn’t have sophisticated software, just a plastic clipboard and a paper order form. Yet we managed to sell many $300 pairs of custom-designed shoes at the Bondi Markets, and to our ex-colleagues at Google. Our slick web-based shoe design software only came later.

Too often, entrepreneurs fixate on crafting a perfectly polished solution before they’ve validated the problem even exists. You’ll save a lot of time and money by tackling your riskiest assumption first, which is usually: “Are people desperate to pay for this?”

By testing your idea quickly, and getting honest customer feedback, you’ll ensure the problem is truly worth solving. Do that cheaply — iterating as you go — and you’re much more likely to break through the noise.

 

2. How do you think neurodiversity benefits businesses in terms of generating new ideas?

Neurodiversity can be a massive, though often hidden, catalyst for innovation. This is because neurodivergent people often excel at creative thinking and problem-solving due to the fact our brains are wired differently.

In my own experience as someone who’s autistic and has ADHD, this “superpower” has helped me spot countless innovations that weren’t immediately obvious.

To give you an example you may be familiar with, on my very first day at Google in 2005, I had previously noted my friends often forgot to attach files to their emails. So, I invented the “Did you forget to attach?” feature for Gmail — a simple idea that addressed a really common problem.

A recent study in the UK estimated that as many as 54% of tech workers may be neurodiverse — that’s about ten times higher than the general population! Therefore championing neurodiversity in technology and creative industries isn’t about “inclusion for the sake of inclusion”; it’s a strategy to ensure you’re building high performing teams.

 

3. What are some ways you think workplaces will change in the next 5 years?

Artificial intelligence is poised to completely revolutionise the workplace. One of the most profound changes will be the disruption of existing knowledge-based business models. As a software developer, I’ve found myself writing less code recently, and instead simply supervising AI agents while they generate entire systems for me. This shift underscores how AI is boosting efficiency and democratising knowledge, but that will undoubtedly impact traditional profit margins in due course.

Take, for example, a consulting firm that traditionally charges $100,000 for a comprehensive business strategy. With AI tools like ChatGPT now capable of producing high-quality outputs in seconds, the economic value of such services can only diminish — possibly sooner than we might anticipate.

Does this mean fewer employees and more independent contractors? Probably. But more importantly, organisations will need to clearly identify where they can add the most value. For some, this might be building strong, trusted relationships with clients, leaning into the messy operational side of things. For others, it could be leveraging protected distribution channels or proprietary technology.

But it’s laughable to think clients will continue to pay hefty sums if ChatGPT can do it better.

 

4. How can businesses better foster innovation in their teams?

Great ideas can come from anywhere — even from a new hire, like me, on their first day. But for that to happen, team members need to feel respected and valued by an authentically inclusive culture.

When faced with a tough problem on my team at Google, we’d run what’s known as a “Design Sprint”. Everyone would be invited to participate, no matter how junior they were, or how unrelated their role was. I recall instances where even our lawyers — a role that traditionally doesn’t contribute to creative brainstorms — came up with fantastic ideas and insights. The high level of participation across the team would also raise everyone’s energy for weeks to come, further accelerating execution.

The biggest mistake in innovation is being limited by the creative risk tolerance of the “HIPPO” — the “Highest Paid Person’s Opinion”. When new ideas are judged by that person alone, it stifles creativity and discourages people from sharing their fragile — but maybe game changing — ideas. No one wants to risk being shot down by the big boss.

By embracing more collaborative methods like Design Sprints, HIPPOs soon discover their ideas aren’t always the best. Speaking from personal experience, this can be humbling! However, the collective sense of trust within your team, and ultimately the quality of your product or service, will be much healthier for it.

 

5. Do emerging technologies provide more opportunities for workplace participation from neurodivergent folks?

Yes, emerging technologies can open new doors for neurodivergent people. This is because many of us are drawn to working on cutting-edge technology, and these fields can benefit from our unique way of thinking.

However, this isn’t about selecting one neurotype over another. It’s crucial to be inclusive of all neurotypes; both neurotypical and neurodiverse alike. Otherwise, you risk developing products or services that won’t be aligned with customer needs.

That said, by raising awareness for neurodiversity, I want to push for more formal recognition that neurodiverse employees can bring extremely valuable “superpowers” to bear, but only when appropriately valued and supported.

That support element, in particular, is critically important in order to prevent chronic “neurodiverse burnout”, which can be devastating and career ending.

 

6. What’s the biggest misconception about neurodiversity? 

A major misconception is it’s all about deficits or struggles. Take ADHD, for example. Many people think it’s only about being easily distracted or hyperactive kids who can’t focus and do poorly in school. I used to think that too. Because I was able to study intensely the night before a test and achieve good grades, ADHD just wasn’t on my radar.

However, ADHD isn’t just a lack of focus; it’s more accurately described as a dysregulation of attention. You may find it impossible to concentrate on certain tasks — for example, doing your taxes — but you can also experience hyperfocus — an intense, almost tunnel-like concentration on certain activities or topics. After my diagnosis, I realised my ability to dive deeply into certain subjects (e.g. artificial intelligence) and my constant need for novelty (e.g. my love of international travel) are classic ADHD traits.

This has reshaped how I view neurodiversity. It’s not just about challenges but also about recognising the unique strengths and perspectives that come with different ways of thinking. By dispelling these misconceptions, we can create an environment that is inclusive of all different brain types.

 

7. What’s the biggest misconception about new AI technologies?

Many people underestimate AI, believing it’s not yet very capable, and then consequently feel hesitant — even guilty — about using it.

I’ve met folks who tried ChatGPT, asked a few basic questions, and walked away disappointed or underwhelmed. But unlocking the true potential of AI isn’t as simple as posing a few short questions. It took me two years of constant experimentation to become proficient at crafting effective prompts. Meanwhile, AI technology has been advancing at a blistering pace — it feels like every few hours, a new major breakthrough is announced.

Almost every smart computer programmer has turned their full attention to AI now, and major companies are dumping hundreds of billions of dollars into the arms race. It won’t be long before AI systems are much more capable than the smartest human alive. Whether you’re excited by that or not is sadly beside the point; the implications for your business could be sobering.

I’m urging companies to start exploring their internal AI capabilities now, while the technology still feels approachable. Treating AI as a toy or dismissing it due to initial disappointments can lead to missed opportunities. The pace of innovation is so rapid that if you wait too long, you might find it challenging to catch up in a few iterations, particularly if your competitors get there sooner.

 

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