The central challenge for hardware companies is shifting their mindset from selling a physical device to delivering an integrated system of hardware, software, and cloud services.
The robotic vacuum cleaner market illustrates how established brands with superior hardware can lose to newcomers because they treat software and user experience as an afterthought.
In today's connected world, software, apps, and cloud services are no longer secondary features but are fundamental value creators that must be integrated from the start.
A critical mindset shift is moving from specifying hardware capabilities, like motor precision, to defining holistic system outcomes, like remote maintenance without human intervention.
Using the smartphone data transfer feature as an example, defining the desired user experience first gives engineering teams the creative freedom to build the best integrated solution.
Product managers often hinder innovation by providing either vague requirements like "easy to use" or overly prescriptive hardware specs, instead of defining verifiable system outcomes.
The ideal development process starts with defining system-level value, involves early collaboration between business and engineering for feasibility checks, and avoids siloed, sequential handoffs.
True transformation requires applying systems thinking beyond engineering to business strategy and product management, potentially by creating new roles to bridge the gap between departments.
ZEISS Group
Oberkochen, Germany
28:17Hendrik Lösch
30:37Dr. Andreas Kaldun
26:25Paul Adams
26:41Dominik Krimpmann
25:29Pawel Skiba
30:29Andreas Kaldun
39:27Kaya Sohyun Kim
43:00Luka Kladaric
Jobs that call for the skills explored in this talk.
Amazon.com, Inc.
Barcelona, Spain
Beckhoff Automation GmbH
HOLOGATE GmbH
München, Germany
OnLogic, Inc.
South Burlington, United States of America
Sedenius Engineering GmbH
Berlin, Germany
