Top Manufacturing Keynote Speaker - Kaihan


Manufacturing is being disrupted and changing faster than ever before. For a customized keynote that is energizing, impactful, and actionable – book Kaihan for your next manufacturing event or conference.


Manufacturing is experiencing dramatic change and disruption. 3D Printing, digital twin technology, and the combining of B2B and B2C/D2C, labor shortages, digitization, and IoT are all top of mind. When change happens there is opportunity to re-imagine business models, re-think how you engage employees, re-evaluate what impact your organization has on the world, and develop creative solutions to complex problems.


Throughout his career as a consultant, keynote speaker, and founder of the Outthinker Strategy Network (an exclusive network of Chief Strategy Officers and Executives from Fortune 500 and private companies with $1B+ revenue), Kaihan Krippendorff has worked with some of the biggest brands in manufacturing including: Daikin, Federal Mogul, United Technologies, Kellogg’s, Abiomed, American Boiler Manufacturers Association, Association of Equipment Manufacturers, Furniture Today, Glass Packaging Institute, Kellogg’s, Otis Elevators, Trudell Medical, and Algoma Steel.


Selecting the right keynote speaker for your manufacturing event is one of the most important decisions you will make this year. Content, energy, ability to connect to an audience, and actionability are all important factors to consider. Former McKinsey Consultant, NYU Professor, bestselling author, and globally recognized authority on strategy, growth, and transformation, Kaihan Krippendorff will make your event an undeniable success with a customized manufacturing keynote that leverages his unique perspective and deep experience in the industry.


The time to act is now. Don’t just be a Thinker. Be an Outthinker.


An active leader in manufacturing Kaihan brings deep industry experience, proprietary research, and exclusive insights to every keynote he delivers.


Eric Shinseki


  • The industrial IoT market is estimated to grow from $77.3B in 2020 to $110.6B in 2025 (Forbes) based on a 7.4 percent CAGR (Cision).
  • Seventy-three percent of manufacturers plan to increase spending on smart factory implementation in 2021 (RFID Journal).
  • Just 12 percent of manufacturing companies have implemented a strategy for IoT technologies in production processes (The MPI Group).
  • Manufacturers are moving operations from a business-to-business (B2B) focus to a business-to-consumer model (B2C) in an effort to reduce complexity and increase control (Hitachi Solutions).
  • The use of 3D printing for medical devices during the pandemic proved its viability as a flexible option in manufacturing processes (Hitachi Solutions).

Trends in Manufacturing

Digital Twin Technology

Combining B2B and B2C/D2C

The Rise of 3D Printing

Digital Twin Technology

  • Manufacturers are seeking ways to enhance product design and construction utilizing digital twin technology. Using numerous IoT sensors connected to a tangible product, manufacturers can track and visualize, in real time, the status of an object and create a digital twin of it, allowing them to collect data and diagnose issues from anywhere (IBM). The digital twin assists in data collection for better simulation and visualization of future events and how the tracked asset will perform.  
  • Twenty-four percent of executives investing in digital technology agree that digital twins are one of the most desirable technologies for investment in 2021 (Deloitte).  
  • Microsoft, through Azure, offers an enterprise-grade IoT platform for the implementation of digital twins in asset performance monitoring, simulation modeling, and predictive maintenance (Microsoft).  
  • Barbara Humpton, the CEO of Siemens, envisions a future in which there is a national, digital twin “reserve” to aid manufacturers in maintaining an agile and flexible production strategy (The Hill). 

Combining B2B and B2C/D2C

  • Manufacturing and retail companies alike are beginning to understand the tremendous benefits offered by a business-to-consumer (B2C) operations model. 
  • With B2C, manufacturers remove intermediaries, allowing for better direct connection to retailers and consumers. Manufacturers can see increased profit, roll-outs, and controls over supply chain, brand image, and consumer data gathering (Hitachi Solutions).  
  • B2C allows for higher levels of personalization; 56 percent of B2C customers value a personally tailored experience that compounds on past interactions and transactions (Zaius).  
  • Manufacturing direct-to-consumer (D2C) can complement B2B operations by diversifying a manufacturer’s sales, marketing, and operations channels to meet the needs of both individual customers and corporate partners. Manufacturers can translate AI technology from B2B connections into fostering personalized D2C relationships (Salesforce). 

The Rise of 3D Printing

  • 3D printing in various applications will become increasingly more affordable and flexible for manufacturers. 3D printing is being widely utilized for prototyping, tooling, and on-demand manufacturing (Hitachi Solutions).  
  • 3D printing as an on-demand service for individual customers is seeing growth. Companies across a wide variety of industries are consulting 3D printing manufacturers to fulfill a number of needs—from prosthetic limbs to custom-fitted footwear (Manufacturing Global), to aerospace and aviation parts. 
  • Velo3D is a metal additive manufacturing company whose printers have enabled companies like SpaceX and Honeywell Aerospace to print outer space- and aerospace-grade parts for aircraft (Fast Company).  
  • HP is continuously innovating upon their Metal Jet technology, which combines HP’s printer prowess with metal additive manufacturing to create a metal-printing 3D printer that is 50 times more productive than competitor offerings (Manufacturing Global). 

The Outthinker 8P framework – opportunities for disruption and innovation in manufacturing


  • Instrumental designs AI-powered cameras for production lines to help manufacturers detect defects and pinpoint their location on the line (Fast Company).
  • The company released its Discover AI in 2020, which is a machine learning program that can help companies reduce waste and cut production costs by detecting and diagnosing issues within just 30 analyzed units.
  • Using Discover AI, production engineers and designers can analyze data from the production lines remotely, reducing issue resolution times.
  • In 2020, Arris Composites introduced additive molding, a process which combines additive manufacturing, or 3D printing, with molding to make parts that are stronger, lighter, and cheaper than metal.
  • The process of additive molding reduces production costs on conventionally labor-intensive carbon fiber products, and can lead to a higher production volume of carbon fiber and other products (Fast Company).
“8Ps” of StrategyOpportunity
for Disruption
Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.
8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and

- How can you develop a more sustainable production model to accommodate constraints on arable

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.
8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.
9- Where does your food rate on a taste, appearance, and freshness
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?