Counterintuitive Trends, Building Products, and TSMC Chips with Brian Ardinger and Robyn Bolton

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 trend that obviously stood out to me was his counterintuitive trend that in-person experiences will surge, not decline. And the fact that, you know, he sees a growth in live events and executive offsites and high touch human-centered gatherings. Obviously, that's what we're pushing for with the IO Summit and other things around our neighborhood that we're trying to get people actually talking and interacting in real life as opposed to online. And hopefully that trend will continue as well. 

[00:05:26] Robyn Bolton: Yeah, I've never heard somebody say in the last couple of years that they regret going to an in-person event. I always hear people say how grateful they are and how much better it was than anything virtual. 

[00:05:38] Brian Ardinger: Alright. The second article for this week we're going to talk about is called 25 Things I Believe In To Build Great Products by Peter Yang. He's worked at big companies like Roblox and Reddit and Amazon and Meta, and he has an article talking about the funny thing is that what he believes in is often the opposite of how big companies like to work. And he talks about the way he looks at product development and some of the great things that he's seeing that is sometimes counterintuitive to the way that traditional businesses run.

[00:06:08] Robyn Bolton: I love so many things on this list, but I'll say that number 17 caused me to like slam my hands down on my desk. Shout yes and probably startle people in the house and walking by on the street. And number 17 on his list is ban decision by committee. I don't believe in cross-functional alignment as a goal. Trying to make all stakeholders happy will inevitably compromise the product experience. Seek diverse opinions first, then have a single person make the call and own the outcome.

And you know, at first, I was like, no, you need cross-functional alignment. That's how you get cross-functional progress. But going on from them like. Yes, absolutely. You need one decision maker. Get all the input, get everyone's perspective. That's absolutely required to make a decision. But one decision maker, not a group, because you will a...