Aerospace & Defense
On a recent conference call, Kevin Parsons, the Director of Innovation and Transformation at $23 billion defense and aerospace giant Northrop Grumman joined us to explain how his innovation group is influencing the culture and bringing business units into its process — without antagonizing the R&D folks. Includes 30 minutes of audio….
“We distinguish between ‘roof shots’ and moonshots,” says Google X executive Hans Peter Brøndmo. “You could say, ‘If I wanted to get up on the roof of this building, I could come up with a really innovative solution. I might actually technically, be closer to the moon, but I didn’t do anything to get to the moon.’ More insights from Brøndmo and XPRIZE CEO Marcus Shingles inside, from a session held at the inaugural Harvest Summit…
One expects to hear about sleek new cabin designs or fuel-efficient aircraft from the $70.5 billion Airbus Group. So heads turned when the aerospace giant introduced the world’s first 3D-printed motorcycle in May. The story of the how and why Airbus brought the bike to market offers useful lessons for other large corporations.
Executives from Shell TechWorks and the Thales xPlor initiative joined Innovation Leader editor Scott Kirsner earlier this year to talk about what they hope to accomplish with the innovation labs they’ve set up in the Boston area, and how they’re being measured. Here’s the audio and slides.
Markus Durstewitz, head of innovation methods and tools for Airbus Group, talks about how the $67 billion manufacturer is working with suppliers, passengers, and pilots to make air travel more efficient. Includes slides…
Pete Roney, VP of Innovation at Thales USA, the American arm of the $17 billion French aerospace and defense giant Thales Group, says that the rationale for launching a new innovation effort was pretty clear: The company just wasn’t thinking creatively enough to keep up with its peer group.
We talk to Ashlee Vance, author of a new book about Musk, about how the founder of SpaceX, Tesla, and SolarCity hires people, battles bureaucracy, and dispatches problems fast.
Textron set an audacious goal: Get a new military plane from concept to the runway in less than two years, to fill what the company saw as a major market gap. Execs Bill Anderson and Dale Tutt, who led the Scorpion project, shared what they learned on the journey from blueprint to the blue yonder.