Innovation Talks

New challenges are hitting product organizations at an unprecedented rate, and the global microprocessor shortage is an excellent example. General Motors, for instance, announced in March this year that they were going to have to reduce the fuel control system on some of their vehicles, and more recently, they said they were going to stop including the start/stop system on their trucks, SUVs, and light-duty trucks. These actions are a demonstration of something needing to be reduced in a product because of a challenge. General Motors chose to do this in one of their strongest product lines in North America with the largest volume. The reaction does not impact the drivability or consumer sentiment of the vehicles. However, the consumer impact would be huge if they made these moves in their economy vehicles, where fuel economy is a buying factor and fewer vehicle numbers are sold, only marginally reducing their demand for processors.

In today's episode, I discuss the new challenges for product organizations. I predict that we will be facing these challenges quicker and much more often as the global pace of technology is moving so fast, particularly as demand returns after COVID-19. I reveal which areas are being hit the most by challenges, volatility, and unplanned decisions. I share what product organizations will need to do to meet these new challenges and discuss the boundaries within organizations that will need to be overcome to find success. I also share what the successful companies of tomorrow are doing today to adjust to the pace of challenges, including improving their communication and agility.

"Those companies that can cross the organizational boundaries and hierarchical boundaries are going to be much more successful at solving this problem." - Paul Heller

This week on Innovation Talks:

* How a supply chain issue can lead to unplanned decisions affecting product management, product line, and brand

* Why product organizations should expect new challenges such as the microprocessor shortage, Suez Canal incident, and COVID-19

* How volatility and new challenges require product management, brand managers, and product line owners to come up with new strategies, solutions, and answers

* Bringing together product, supply chain, and manufacturing in working sessions to break down boundaries and find success

* What the 'winners of tomorrow' are doing now to adjust to the speed and impact of disruptions

This Podcast is brought to you by Sopheon

Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.

Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart

Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you.

For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

New challenges are hitting product organizations at an unprecedented rate, and the global microprocessor shortage is an excellent example. General Motors, for instance, announced in March this year that they were going to have to reduce the fuel control system on some of their vehicles, and more recently, they said they were going to stop including the start/stop system on their trucks, SUVs, and light-duty trucks. These actions are a demonstration of something needing to be reduced in a product because of a challenge. General Motors chose to do this in one of their strongest product lines in North America with the largest volume. The reaction does not impact the drivability or consumer sentiment of the vehicles. However, the consumer impact would be huge if they made these moves in their economy vehicles, where fuel economy is a buying factor and fewer vehicle numbers are sold, only marginally reducing their demand for processors.

In today’s episode, I discuss the new challenges for product organizations. I predict that we will be facing these challenges quicker and much more often as the global pace of technology is moving so fast, particularly as demand returns after COVID-19. I reveal which areas are being hit the most by challenges, volatility, and unplanned decisions. I share what product organizations will need to do to meet these new challenges and discuss the boundaries within organizations that will need to be overcome to find success. I also share what the successful companies of tomorrow are doing today to adjust to the pace of challenges, including improving their communication and agility.

"Those companies that can cross the organizational boundaries and hierarchical boundaries are going to be much more successful at solving this problem." - Paul Heller

This week on Innovation Talks:

• How a supply chain issue can lead to unplanned decisions affecting product management, product line, and brand
• Why product organizations should expect new challenges such as the microprocessor shortage, Suez Canal incident, and COVID-19
• How volatility and new challenges require product management, brand managers, and product line owners to come up with new strategies, solutions, and answers
• Bringing together product, supply chain, and manufacturing in working sessions to break down boundaries and find success
• What the ‘winners of tomorrow’ are doing now to adjust to the speed and impact of disruptions

This Podcast is brought to you by Sopheon

Thanks for tuning into this week’s episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.

Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart

Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you.

For additional information around new product development or corporate innovation, sign up for Sopheon’s newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

New challenges are hitting product organizations at an unprecedented rate, and the global microprocessor shortage is an excellent example. General Motors, for instance, announced in March this year th

Dr. Sven Schimpf is a Professor for Innovation and Interdisciplinarity Research at the Institute for Human Engineering & Empathic Design at Pforzheim University. He also spends a large portion of his

Have you ever been in a meeting, and the conversation jumps around? One minute you might be talking about an idea, and then all of a sudden, someone is expressing their feelings about the idea, and the idea is almost killed before you bring out the facts about it. Or, someone brings up another idea, and you jump over to it. You may end up leaving the meeting feeling like some great topics were brought up, but they were not adequately discussed, and the meeting drifted on and never got back to them.

If this sounds familiar, then you may want to try the Six Thinking Hats Method.

In today's episode, I share the concept of the Six Thinking Hats methodology and how it can be implemented in modern meetings. I share how you can make thinking more of a process and a way of executing a way of being. I reveal the thinking hat colors, what they represent, and how they bring fairness, balance, and equal contribution into meetings, creating better outcomes. I share two examples of how the methodology can bring structure to meetings and ideation sessions. I also share how we successfully used the Six Thinking Hats methodology at Sopheon and how it has benefited our cross-functional and divisional alignment.

"If you have a meeting with a group of people and you put them into different modes of thinking, it allows you to focus." - Paul Heller

This week on Innovation Talks:

* The thinking hats colors and the modes of thinking they represent

* How to use the thinking hat colors to focus on a mode of thinking and bring structure, fairness, and balance to a meeting

* An example of how the Six Thinking Hats methodology can be used to ensure all members contribute

* How to create a safe place for expressing fears, worries, and concerns

* How to create cross-functional alignment and team working across divisions

* How to leverage the thinking hats for innovation

Resources Mentioned:

* Book: Six Thinking Hats by Edward de Bono

This Podcast is brought to you by Sopheon

Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.

Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart

Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you.

For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Check out this episode!

Have you ever been in a meeting, and the conversation jumps around? One minute you might be talking about an idea, and then all of a sudden, someone is expressing their feelings about the idea, and the idea is almost killed before you bring out the facts about it. Or, someone brings up another idea, and you jump over to it. You may end up leaving the meeting feeling like some great topics were brought up, but they were not adequately discussed, and the meeting drifted on and never got back to them.

If this sounds familiar, then you may want to try the Six Thinking Hats Method.

In today’s episode, I share the concept of the Six Thinking Hats methodology and how it can be implemented in modern meetings. I share how you can make thinking more of a process and a way of executing a way of being. I reveal the thinking hat colors, what they represent, and how they bring fairness, balance, and equal contribution into meetings, creating better outcomes. I share two examples of how the methodology can bring structure to meetings and ideation sessions. I also share how we successfully used the Six Thinking Hats methodology at Sopheon and how it has benefited our cross-functional and divisional alignment.

“If you have a meeting with a group of people and you put them into different modes of thinking, it allows you to focus.” - Paul Heller

This week on Innovation Talks:

• The thinking hats colors and the modes of thinking they represent
• How to use the thinking hat colors to focus on a mode of thinking and bring structure, fairness, and balance to a meeting
• An example of how the Six Thinking Hats methodology can be used to ensure all members contribute
• How to create a safe place for expressing fears, worries, and concerns
• How to create cross-functional alignment and team working across divisions
• How to leverage the thinking hats for innovation

Resources Mentioned:

• Book: Six Thinking Hats by Edward de Bono

This Podcast is brought to you by Sopheon

Thanks for tuning into this week’s episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.

Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart

Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you.

For additional information around new product development or corporate innovation, sign up for Sopheon’s newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Tim Sharp is the Director of Aerospace and Defence in Western Europe for Sopheon. He is a driven Sales Professional with a passion for understanding and diagnosing customer business needs, and articulating solutions that deliver excellent long-term revenue growth and profitability. He has extensive European, Middle East, and Africa experience shaping sales campaigns and has previously worked with InterlocutorGB, Fujitsu, Boeing, Miro, and Futura. Tim was also a Military Helicopter Pilot and Staff Officer for twenty-seven years and a Lieutenant Colonel at the UK Joint Doctrine and Concepts Center, where he ran the analytical program that looked at the trends and drivers that would shape security and defense fifteen to thirty years into the future. Tim holds an Association of Project Management certification from Civil Service College and attended the NATO Defense College in Rome.

Tim joins me today to share the unique challenges of innovation in the aerospace and defense industry. He shares how companies use innovation in technology to help security forces gain an advantage over an adversary and gain a competitive advantage in open government tenders. Tim highlights the risks of escalating costs because of requirement changes on projects that can take years to complete. We discuss the expense of productizing technology and the revenue and profit opportunities that exist in product bolt-ons, upgrades, and commercial adoption. Tim reveals the future implications for defense in managing food, water aid, and people moving across borders in response to climate change. Tim also shares the latest innovation challenges for commercial and military applications such as emissions and the green agenda, COVID passports, aircraft filtration, and collision avoidance.

"Timing and speed is always a challenge." - Tim Sharp

This week on Innovation Talks:

* How Tim got involved in product development and innovation after leaving the military

* Tim's work with NATO

* The strategic thinking, speed, and timing challenges of innovation for defense and aerospace companies working on long projects

* Working at the cutting edge of technology

* The balance between creating new-to-market products and making additions and improvements to existing platforms

* Government choices for spending on post-COVID recovery or defense and security

* The bridge and commercial crossover of defense technologies, such as cyberspace security

* How climate and planet change may affect the way defense and security works in the future

* The importance of having the right data at decision-making moments and collaborating data sources

Resources Mentioned:

* Book: Empires of the Sky: Zeppelins, Airplanes, and Two Men's Epic Duel to Rule the World by Alexander Rose

* Book: Ender's Game by Orson Scott Card

Connect with Tim Sharp:

* Sopheon

* Tim Sharp on LinkedIn

This Podcast is brought to you by Sopheon

Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.

Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify |

Dr. Christian Hopp is a professor at Berner Fachhochschule and heads the Methods and Tools division at the Bern University of Applied Sciences (BFH). He previously led the teaching and research area of Technology Oriented Entrepreneurship at RWTH Aachen University. Christian's research interests include start-up financing, start-up management, and personnel economics. He studied Business Administration in the USA, Netherlands, and Germany. He has a doctorate in Quantitative Economics and Finance from the University of Konstantinos, a master's in Business Administration from the University of Pittsburgh, and a master's in Financial Management from the Rotterdam School of Management.

Christian joins me today to discuss disruptive innovation versus radical innovation. He shares when business planning is effective and why groups of leaders working on a project or concept should create a founder's agreement. Christian reveals the driving forces behind successful companies, like breakthrough innovation, radical innovation, disruptive innovation, architectural innovation, and incremental innovation. He highlights how although technology is involved in companies that disrupt markets, it is the business model that is always the most vital aspect. Christian shares how companies can counter disruption in their industry through organizational resilience and company culture. He shares how technology is blurring industry boundaries and what this means when identifying your competitors. Christian also discusses the pros and cons of visionary leaders and sustainable leadership.

"Some of those companies that have been disrupting markets - there was technology involved, but it was the business model that was the most crucial thing." - Christian Hopp

This week on Innovation Talks:

* How Christian became fascinated in innovation management when obtaining his PH.D.

* Whether entrepreneurs still need business plans and when planning is effective and ineffective

* Why larger start-ups should create a founder's agreement to manage conflict

* Technology that is driving business decisions and the advent of machine learning and artificial intelligence

* The difference between disruptive and radical innovation and whether it is the technology or business model that primes success

* What you can do to counter disruption and the importance of understanding your customer

* How technology is blurring boundaries between industries

* The traits of leaders and visionaries versus sustainable leadership

* Inclusive research and innovation and the consequences of minorities not being involved in algorithm design

Resources Mentioned:

* NPR

Connect with Christian Hopp:

* BFH

* Christian Hopp on Twitter

* Christian Hopp on LinkedIn

* Email: [email protected]

This Podcast is brought to you by Sopheon

Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.

Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart

Dr. Christian Hopp is a professor at Berner Fachhochschule and heads the Methods and Tools division at the Bern University of Applied Sciences (BFH). He previously led the teaching and research area of Technology Oriented Entrepreneurship at RWTH Aachen University. Christian’s research interests include start-up financing, start-up management, and personnel economics. He studied Business Administration in the USA, Netherlands, and Germany. He has a doctorate in Quantitative Economics and Finance from the University of Konstantinos, a master’s in Business Administration from the University of Pittsburgh, and a master’s in Financial Management from the Rotterdam School of Management.

Christian joins me today to discuss disruptive innovation versus radical innovation. He shares when business planning is effective and why groups of leaders working on a project or concept should create a founder’s agreement. Christian reveals the driving forces behind successful companies, like breakthrough innovation, radical innovation, disruptive innovation, architectural innovation, and incremental innovation. He highlights how although technology is involved in companies that disrupt markets, it is the business model that is always the most vital aspect. Christian shares how companies can counter disruption in their industry through organizational resilience and company culture. He shares how technology is blurring industry boundaries and what this means when identifying your competitors. Christian also discusses the pros and cons of visionary leaders and sustainable leadership.

“Some of those companies that have been disrupting markets - there was technology involved, but it was the business model that was the most crucial thing.” - Christian Hopp

This week on Innovation Talks:

• How Christian became fascinated in innovation management when obtaining his PH.D.
• Whether entrepreneurs still need business plans and when planning is effective and ineffective
• Why larger start-ups should create a founder’s agreement to manage conflict
• Technology that is driving business decisions and the advent of machine learning and artificial intelligence
• The difference between disruptive and radical innovation and whether it is the technology or business model that primes success
• What you can do to counter disruption and the importance of understanding your customer
• How technology is blurring boundaries between industries
• The traits of leaders and visionaries versus sustainable leadership
• Inclusive research and innovation and the consequences of minorities not being involved in algorithm design

Resources Mentioned:

• NPR

Connect with Christian Hopp:

• BFH
• Christian Hopp on Twitter
• Christian Hopp on LinkedIn
• Email: [email protected]

This Podcast is brought to you by Sopheon

Thanks for tuning into this week’s episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.

Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart

Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you.

For additional information around new product development or corporate innovation, sign up for Sopheon’s newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.