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Inside Outside Innovation

Inside Outside Innovation

De : Brian Ardinger Founder of Inside Outside Innovation podcast InsideOutside.io and the Inside Outside Innovation Summit
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 Inside Outside Innovation explores the ins and outs of innovation with raw stories, real insights, and tactical advice from the best and brightest in startups & corporate innovation. Each week we bring you the latest thinking on talent, technology, and the future of innovation. Join our community of movers, shakers, makers, founders, builders, and creators to help speed up your knowledge, skills, and network. Previous guests include thought leaders such as Brad Feld, Arlan Hamilton, Jason Calacanis, David Bland, Janice Fraser, and Diana Kander, plus insights from amazing companies including Nike, Cisco, ExxonMobil, Gatorade, Orlando Magic, GE, Samsung, and others. This podcast is available on all podcast platforms and InsideOutside.io. Sign up for the weekly innovation newsletter at http://bit.ly/ionewsletter. Follow Brian on Twitter at @ardinger or @theiopodcast or Email brian@insideoutside.io2022 Direction Economie Management Management et direction
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    Épisodes
    • Counterintuitive Trends, Building Products, and TSMC Chips with Brian Ardinger and Robyn Bolton

      Counterintuitive Trends, Building Products, and TSMC Chips with Brian Ardinger and Robyn Bolton
      Jan 20 2026
      On this week's episode of Inside Outside Innovation, Robyn and I talk about counterintuitive trends for 2026, tactics for building great products, and how one company is controlling 64% of the future. Let's get started.Inside Outside Innovation is the podcast to help innovation leaders navigate what's next. Each week we'll give you a front row seat into what it takes to grow and thrive in a world of hyper uncertainty and accelerating change. Join me, Brian Ardinger and Miles Zero's, Robyn Bolton as we discuss the latest tools, tactics, and trends for creating innovations with Impact, let's get started.Podcast Transcript with Brian Ardinger and Robyn Bolton[00:00:40] Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. With me, I have Robyn Bolton. How are you, Robyn? [00:00:49] Robyn Bolton: I am good. How are you, Brian? [00:00:51] Brian Ardinger: I'm doing great. It's the beginning of 2026 in the midst of trying to ramp up new talent, and that's always fun. So that's what's new on my side. What's new in your world? [00:01:02] Robyn Bolton: The course that I teach at the Massachusetts College of Art and Design is starting in a couple weeks, so I've been busy putting together my syllabus to teach strategy and business models and had to go in and change things up, though I'm very excited. We will be doing a case on Taylor Swift this semester.[00:01:21] Brian Ardinger: The world is changing fast. We'll get into it now with our articles. There are a number of things we've pulled together for this episode.The first one we want to talk about is called Six Counterintuitive Trends to Think About for 2026, and this is from Barry O'Reilly. Barry wrote a book called Unlearn, and he talks a lot about all things lean startup and, and everything, his particular take as he was looking forward into the 2026 and some of the things that he's seeing and how we should be pursuing this whole innovation space.The article talks about the fact that a lot of managers and that are asking the wrong questions, especially when it comes to AI, and we're talking too much about the technology and how fast is AI improving. When the better question that we should be asking ourselves is, how is AI quietly changing how people work, think, decide, and trust themselves at work?And I thought that was an interesting way to rephrase how we go into 2026 and move away from the technology itself and really think about like, how is this technology impacting people?[00:02:25] Robyn Bolton: Completely agree. I've definitely seen that shift from what is our AI strategy to what is our strategy to accomplish our goals through people, through AI, et cetera, kind of the AI enabled strategy. So, it's nice. It's refreshing to see that shift reflected. Again. I loved his very first counterintuitive trend.I was like, oh, please let this be a trend that leadership will be redefined around judgment, not control. And I would argue that leadership was always about judgment. Management was about control, and that was one of the big differences between leaders and managers. But overall, like I really do hope that he's right, that executives, managers, you know, those senior levels of any organization, that they are shifting to more judgment, like not judgment as in condemnation judgment, but like critical thinking, problem solving versus trying to manage every aspect of their direct reports. [00:03:30] Brian Ardinger: Yes. And talks about creating space for reflection and that, not just, again, I think we have a tendency, especially with all the pressure that we're feeling around AI in that to do the next pilot, use the next tool, keep up to speed on what's going on, and keeping in mind that that reflection period is actually where the learning happens a lot of times, and not being afraid to slow down.Having said that, you know, the other thing that he talks about is the speed in which we have to go and deploy things in 2026 and beyond, making sure that we are learning fast. Strategy will ship from planning fast to learning fast. That is the key. It's not about planning per se, it's about, you know, how fast can we learn in this new world of uncertainty. [00:04:14] Robyn Bolton: And the learning being so key for a whole host of reasons, but especially his third point that AI is quietly eroding human confidence. And so it's kind of this interesting juxtaposition of trends in his list of, hey, we have to start focus on learning faster. Leadership is going to be defined by judgment. And by the way, this tool that we've spent certainly all of last year talking about is actually eating away at all of those things.And I think it just highlights the importance of that reflection step and kind of saying, all right, yeah, I got an answer from AI, but does this make sense? Is this actually what I think or am I just parroting what Claude, Chat GPT, et cetera has said? [00:04:57] Brian Ardinger: And then the final ...
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      17 min
    • Mental Models for AI, Middle School Dating, and Robot Olympics with Brian Ardinger and Robyn Bolton

      Mental Models for AI, Middle School Dating, and Robot Olympics with Brian Ardinger and Robyn Bolton
      Jan 13 2026
      On this week's episode of Inside Outside Innovation, we sit down to talk about new mental models for working with AI, the similarities between startups and middle school dating, and lessons learned from the robot Olympics. Let's get started.Inside Outside Innovation is the podcast to help innovation leaders navigate what's next. Each week, we'll give you a front row seat into what it takes to grow and thrive in a world of hyper uncertainty and accelerating change. Join me, Brian Ardinger and Miles Zero’s Robyn Bolton as we discuss the latest tools, tactics, and trends for creating innovations with impact. Let's get started.Interview Transcript with Brian Ardinger and Robyn Bolton[00:00:40] Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger, and I have my co-host, Robyn Bolton. Welcome, Robyn.[00:00:50] Robyn Bolton: Thank you. Great to be here as always. [00:00:52] Brian Ardinger: We are in a brand-new year 2026. Who would've thought? Exciting to start the year with you. Appreciate you coming on board. [00:00:58] Robyn Bolton: Yep. High point of the year so far. [00:01:00] Brian Ardinger: We've got a lot of things going on on the plate. Anything you want to talk about? [00:01:04] Robyn Bolton: Couple of new things I mentioned earlier, one of our stories from last year is back in the news, the Samsung AI fridge just voted worst in show at CES this year. People finally caught on to the fact that we may be overcomplicating the refrigerator.Thought that was a funny callback, and I got to admit, I feel like you called it Brian and I echoed it of like we've gone too far. So, personally, professionally in my space, starting to do a lot more work in uncertainty and helping people figure out how to make decisions without the data they want or need, and how to help teams move through a world that is getting only more and more uncertain every day. So, it's exciting. [00:01:51] Brian Ardinger: Saw your newsletter this last week, and yeah, the new positioning, or you're talking about how it's not just about innovation, it's more about how do you deal with the fact that nothing that you expected to happen is going to happen, and how do you deal in probability and uncertainty. [00:02:06] Robyn Bolton: Great for innovators, because that's one thing that as the innovators, whether you're a startup founder, a consultant, a corporate innovator, every day you're dealing with uncertainty and trying to figure out how to move forward. Even though we've always called this innovation, it has much broader application these days. [00:02:23] Brian Ardinger: Absolutely. Let's get right into it.We've got a couple of different articles we've been reading over the holiday season. The first article we want to talk about is called Six Mental Models for Working With AI. It's from Azeem Azhar. He's got a great Substack newsletter out there that publishes pretty much almost daily, I think it comes out. But he was talking about the way he's been looking at AI over the past year and trying to come up with different models that are making it more effective. All these AI tools are brand new and that, and people are trying to figure out what works, what doesn't work, how to use them better, and I think it's sometimes interesting to take other people's perspectives and what has worked for them and discuss that.So, in his article, he goes over a couple of different frameworks that he uses when he is either trying to understand better how to use a tool. One of the ones I was going to talk about is, he calls it the 50 x reframe, and he says, when he is dealing with a particular problem and trying to understand like, how can I automate it, how can I make it better, how can I make it faster and that he asked the question, what would I do if I had 50 people working on this problem. And asked the AI basically to help him think through the framework. Or if you know 50 people were working on this particular project, how could you automate it or what would change if you had 50 people to be able to dig into a particular area.So, I thought that was a very interesting framework to think about it. And we oftentimes get constrained in like it's just me or just my team. But what if you just flipped the framework and said, what if I had 50 people on my team to work on it? How would that change what I'm doing? [00:03:46] Robyn Bolton: I loved that one. I mean that one, it's the first one listed in the article. And I'll admit, I started reading the article. It's a big skeptical when I started reading it because you know, his first sentence is the question of whether AI is good enough for serious knowledge work has been answered. And I was like. Yes, it's been answered. It's not. And then I kept reading. I'm like, oh, he has a different answer.The 50 x reframe just stopped me in my tracks, was like, that's genius of shifting from how do I as one person do this better with AI's help to completely ...
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      15 min
    • Radical Reinvention, IKEA effect, and AI Innovation with Brian Ardinger and Robyn Bolton

      Radical Reinvention, IKEA effect, and AI Innovation with Brian Ardinger and Robyn Bolton
      Dec 30 2025
      On this week's episode of Inside Outside Innovation, we talk about how change is changing, the IKEA effect on MVPs, and how AI is making companies more ambidextrous. Let's get started.Inside Outside Innovation is the podcast to help innovation leaders navigate what's next. Each week we'll give you a front row seat into what it takes to grow and thrive in a world of hyper uncertainty and accelerating change. Join me, Brian Ardinger, and Miles Zero’s, Robyn Bolton as we discuss the latest tools, tactics, and trends for creating innovations with impact.Podcast Transcript with Brian Ardinger and Robyn Bolton[00:00:30] Brian Ardinger: Let's get started. Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger, and my co-host Robyn Bolton is with me. Hello Robin. How are you?[00:00:45] Robyn Bolton: Hello, Brian. I'm great. How are you?[00:00:50] Brian Ardinger: I am doing well. We are in the middle of December.[00:00:54] Robyn Bolton: And hard to believe that the year is, it's almost over.[00:00:58] Brian Ardinger: Well, I'm ramping up for 2026. We've got a lot of stuff to talk about for the conference that we're going to be planning. Yes. We'll talk to you a little bit more about that, but let's just jump in. We've got some articles to discuss, some things that we've been seeing out there in the ether when it comes to innovation.Innovation and AI in 2026. Setting the Stage for ChangeThe first article is Change is Changing How to Meet the Challenge of Radical Reinvention, published by McKinsey. There's a lot of things I want to dive into this. Obviously, McKinsey's probably in the wheelhouse of disruption, as their game is going to be changed. So, I read this article with two lenses.One, the lens of what they are telling their clients, and then two, are they eating their own dog food when it comes to this? So, for reference, the McKinsey article talks about, you know, when change becomes everywhere, every, everything everywhere, all at once. How are companies dealing with this? And it's no wonder that the average employee experiences all these particular changes and is worn out.And I think one of the things they quoted was the number of new experiences that the average employee faces is fivefold increase than a decade ago. The fact that organizations and leaders have all new types of tools and skills and methods to navigate this changing, complex state, and those old tools don't necessarily apply today. So I love your first insight, and we'll go from there. Radical Reinvention and Innovation Strategy. Rethinking Change at Scale[00:02:13] Robyn Bolton: McKinsey turns out great stuff and great frameworks and all that stuff. And also, as someone who's been a consultant for entirely too long, they also make me laugh. Like in a super nerdy consultant way. Because one of the things that's laid out this article is the four Cs of change.You know, it starts with C1 execute, C2 mobilize, and then we get to C3 transform, which was the buzzword of, I feel like the last five years. You know, we're transforming everything. But now we have a new one. It is level four change, and it is reinvention. And I just loved when we rebrand things that are the same thing we've always talked about, but we've rebranded it, and now there's a different diagram, so it's completely new, and you need to buy from us.But there is good content in here. And you know this idea of creating value with the new identity. Talk about way easier said than done. Like every organization has an identity. When you ask someone like, what do we do here? The answer is the organization's identity and to change that is about as easy as changing an individual's identity, which is to say not at all.Organizational Identity, Leadership, and Innovation Fatigue in the Age of AI[00:03:30] Brian Ardinger: Well, and I found that part of the article actually the most intriguing because I think when you think of McKinsey, again, a lot of stuff they've focused on is how do you optimize and execute on your model? They're not very focused on reinvention. And kind of blowing it up and starting over from that perspective.So, I thought that was an interesting take, that either they have to recognize the fact that the companies that they're working with and the companies out there in general are going to have to reinvent themselves. It's no longer table stakes just to, you know, do what you've been doing and make it better, faster, stronger, cheaper.It's how do we navigate and potentially reinvent what we've done in the past. And then the other key aspect of it that really resonated with me was the fact that how do you create a culture such that change is not a drain to the organization? But as a source of energy, again, coming from a consulting background, that's often not the things you talk about.Like how do you actually create change that energizes and excites people, and provides a source of energy around what you're doing? So those are the ...
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      15 min
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