{"id":5074,"date":"2022-09-14T06:00:32","date_gmt":"2022-09-14T10:00:32","guid":{"rendered":"https:\/\/blogs.sw.siemens.com\/podcasts\/?p=5074&#038;preview=true&#038;preview_id=5074"},"modified":"2026-03-26T15:09:35","modified_gmt":"2026-03-26T19:09:35","slug":"technology-with-purpose-barbara-humpton-part-2","status":"publish","type":"post","link":"https:\/\/blogs.sw.siemens.com\/podcasts\/on-the-move\/technology-with-purpose-barbara-humpton-part-2\/","title":{"rendered":"Technology with Purpose &#8211; Barbara Humpton &#8211; Part 2"},"content":{"rendered":"\n<h2 class=\"has-text-align-center wp-block-heading\" id=\"engineering-an-electric-drive-truck-that-drives-across-the-most-challenging-terrain-on-earth\" style=\"font-size:34px\">Innovation begins with two people over a napkin<\/h2>\n\n\n<div class=\"embed-megaphone\">\n<iframe loading=\"lazy\" frameborder=\"0\" height=\"200\" scrolling=\"no\" src=\"https:\/\/playlist.megaphone.fm\/?e=TLFIE9544823435\" width=\"100%\"><\/iframe>\n<\/div><!-- Megaphone -->\n\n\n<div class=\"row podcast-social\">\n    <div class=\"col-12 col-sm-2\"><p>Follow us on:<\/p><\/div>\n    <div class=\"col\">\n        <a class=\"button itunes-podcast\" target=\"_blank\" href=\"https:\/\/podcasts.apple.com\/us\/podcast\/the-future-car-a-siemens-podcast\/id1435259964\" rel=\"noopener noreferrer\">iTunes<\/a>\n        <a class=\"button google-podcast\" target=\"_blank\" href=\"https:\/\/podcasts.google.com\/feed\/aHR0cHM6Ly9mZWVkLnBpcHBhLmlvL3B1YmxpYy9zaG93cy81YjhmMjdmMDYzNDg2ZWM1MWY4ZjI4ZTQ\" rel=\"noopener noreferrer\">Google Podcasts<\/a>\n        <a class=\"button spotify-podcast\" target=\"_blank\" href=\"https:\/\/open.spotify.com\/show\/3A0NqY8p2lHxcneSxLfkcV?si=q7HVVJYtTeGPdOmyAF23pQ\" rel=\"noopener noreferrer\">Spotify<\/a>\n        <a class=\"button stitcher-podcast\" target=\"_blank\" href=\"https:\/\/www.stitcher.com\/podcast\/the-future-car-a-siemens-podcast\" rel=\"noopener noreferrer\">Stitcher<\/a>\n        <a class=\"button tunein-podcast\" target=\"_blank\" href=\"https:\/\/tunein.com\/podcasts\/Technology-Podcasts\/The-Future-Car-p1154372\/\" rel=\"noopener noreferrer\">TuneIn<\/a>\n        <a class=\"button rss-podcast\" target=\"_blank\" href=\"https:\/\/feeds.acast.com\/public\/shows\/5b8f27f063486ec51f8f28e4\" rel=\"noopener noreferrer\">RSS<\/a>\n    <\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-group\"><div class=\"wp-block-group__inner-container is-layout-flow wp-block-group-is-layout-flow\">\n<figure class=\"wp-block-image size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"576\" src=\"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/7Preferred-Graphic-01_Siemens_Graphic_1280x720-1024x576.jpg\" alt=\"\" class=\"wp-image-5533\" srcset=\"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/7Preferred-Graphic-01_Siemens_Graphic_1280x720-1024x576.jpg 1024w, https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/7Preferred-Graphic-01_Siemens_Graphic_1280x720-600x338.jpg 600w, https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/7Preferred-Graphic-01_Siemens_Graphic_1280x720-768x432.jpg 768w, https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/7Preferred-Graphic-01_Siemens_Graphic_1280x720-395x222.jpg 395w, https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/7Preferred-Graphic-01_Siemens_Graphic_1280x720-900x506.jpg 900w, https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/7Preferred-Graphic-01_Siemens_Graphic_1280x720.jpg 1280w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><figcaption class=\"wp-element-caption\">Siemens\u2019 mission as a technology giant<\/figcaption><\/figure>\n<\/div><\/div>\n\n\n\n<p class=\"has-text-align-center\">  <\/p>\n\n\n\n<p><\/p>\n\n\n\n<p>\u201cCompetition makes us faster, collaboration makes us better.\u201d<\/p>\n\n\n\n<p>For a company as big and diversified as Siemens, collaboration opens up a door to creating life-changing products. It allows the company to be at the forefront in tackling global issues such as climate change and degenerative diseases. It also allows the company to play a critical role in supporting the development of smart factories, eco-friendly planes, and autonomous vehicles.&nbsp;<\/p>\n\n\n\n<p>To continue elevating collaboration, Siemens has created an environment that nurtures the sharing of ideas and the spirit of innovation.In this episode, the second part of two, <a href=\"https:\/\/www.linkedin.com\/in\/edward-bernardon-922442\/\" target=\"_blank\" rel=\"noopener\">Ed Bernardon<\/a> interviews <a href=\"https:\/\/www.linkedin.com\/in\/barbara-humpton\/\" target=\"_blank\" rel=\"noopener\">Barbara Humpton<\/a>, CEO of <a href=\"https:\/\/www.siemens.com\/us\/en.html\" target=\"_blank\" rel=\"noopener\">Siemens USA<\/a>. She\u2019ll share with us how most organization charts limit collaboration and what can be done to increase collaboration in big companies. She\u2019ll also share some advice on how to achieve a work-life blend.<\/p>\n\n\n\n<p><\/p>\n\n\n<div id=\"accordion\" class=\"podcast-infonotes\">\n  <div class=\"card\">\n    <div class=\"card-header\" id=\"headingOne\">\n      <span class=\"mb-0\">\n        <button class=\"btn btn-link collapsed\" data-toggle=\"collapse\" data-target=\"#collapseOne\" aria-expanded=\"false\" aria-controls=\"collapseOne\">\n          Expand Show Notes        <\/button>\n      <\/span>\n    <\/div>\n    <div id=\"collapseOne\" class=\"collapse\" aria-labelledby=\"headingOne\" data-parent=\"#accordion\">\n      <div class=\"card-body\">\n        <p><!-- wp:paragraph --><\/p>\n<p><b>Some Questions I Ask:<\/b><\/p>\n<ul>\n<li>How do you encourage collaboration in a big company? (05:46)<\/li>\n<li>How does your passion for math help you be a better corporate executive? (13:01)<\/li>\n<li>How did you navigate the engineering space at a time when there wasn\u2019t a lot of diversity? (15:19)<\/li>\n<li>What will our infrastructure be like 5 -10 years from now? (24:00)<\/li>\n<\/ul>\n<p><b>What You\u2019ll Learn in this Episode:<\/b><\/p>\n<ul>\n<li>Why all organization charts are wrong (00:50)<\/li>\n<li>Why Barbara joined the technology industry (10:00)<\/li>\n<li>Her advice on work-life blend (21:12)<\/li>\n<li>Why does the US not have a high-speed train yet (28:16)<\/li>\n<\/ul>\n<p><b>Connect with Barbara Humpton:\u00a0<\/b><\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/in\/barbara-humpton\/\" target=\"_blank\" rel=\"noopener\">LinkedIn<\/a><\/li>\n<li><a href=\"https:\/\/www.siemens.com\/us\/en.html\" target=\"_blank\" rel=\"noopener\">Siemens USA<\/a><\/li>\n<\/ul>\n<p><b>Connect with Ed Bernardon:<\/b><\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/in\/edward-bernardon-922442\/\" target=\"_blank\" rel=\"noopener\">LinkedIn<\/a><\/li>\n<li><a href=\"https:\/\/www.plm.automation.siemens.com\/global\/en\/resource\/future-car-whitepaper\/87745\" target=\"_blank\" rel=\"noopener\">Future Car: Driving a Lifestyle Revolution<\/a><\/li>\n<li><a href=\"https:\/\/new.siemens.com\/global\/en\/company\/stories\/industry\/autonomous-and-connected-vehicles.html\" target=\"_blank\" rel=\"noopener\">Motorsports is speeding the way to safer urban mobility<\/a><\/li>\n<li><a href=\"https:\/\/www.plm.automation.siemens.com\/global\/en\/\" target=\"_blank\" rel=\"noopener\">Siemens Digital Industries Software<\/a><\/li>\n<\/ul>\n<p>\u00a0<\/p>\n<p><!-- \/wp:paragraph --><\/p>      <\/div>\n    <\/div>\n  <\/div>\n      <div class=\"card\">\n        <div class=\"card-header\" id=\"headingTwo\">\n        <span class=\"mb-0\">\n            <button class=\"btn btn-link collapsed\" data-toggle=\"collapse\" data-target=\"#collapseTwo\" aria-expanded=\"false\" aria-controls=\"collapseTwo\">Expand Transcript<\/button>\n        <\/span>\n        <\/div>\n        <div id=\"collapseTwo\" class=\"collapse\" aria-labelledby=\"headingTwo\" data-parent=\"#accordion\">\n            <div class=\"card-body\"><p><b>Ed Bernardon: <\/b>Siemens USA is a global company working in healthcare, automation, transportation, engineering software, and much, much more that pulls together new technology with existing infrastructure to develop products that will revolutionize and shape our future. A big goal, indeed.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>So, how does Siemens turn this dream into a reality? What behind-the-scenes work needs to be done? What kind of collaborative work is required? And how do you get the workforce to think outside the box to realize this dream?<\/p>\n<p><b>Ed Bernardon: <\/b>Welcome to part 2 of my interview with Siemens CEO, Barbara Humpton. In the last episode, we discussed Barbara\u2019s vision for Siemens, her recent trip to the White House, her goals as a leader, glocalization, and how digital tools supplement the real world. In this part 2 episode, Barbara and I continue our discussion on infrastructure and talk about her vision for the future. We also cover mathematical satisfaction, innovative organizational charts, trains to nowhere, navigating the work-life journey, and much, much more. Join me, Ed Bernardon, on this episode of The Future Car, as we continue our journey with Barbara Humpton into the future of technology.<\/p>\n<p><b>Ed Bernardon: <\/b>You\u2019ve hit on something here that I noticed was actually a bit of a surprise after becoming part of Siemens. So, we\u2019ve got these great divisions \u2014 digital industries, health care, mobility \u2014 and they operate within their worlds. But sometimes it seems, I\u2019ve noticed, that they don\u2019t always all work together. They\u2019re all responsible for their niche, their area. And you, as CEO of the USA, you work across all these. But sometimes do you think we take full advantage as we develop our products and look for synergies? Do you think we take advantage of all those pieces and how it could be more if we combine them in a better way?<\/p>\n<p><b>Barbara Humpton: <\/b>Oh, Ed, absolutely not. Well, I\u2019ll just share with you one of my axioms of management: all organization charts are wrong.<\/p>\n<p><b>Ed Bernardon: <\/b>I think I\u2019m liking this so far.<\/p>\n<p><b>Barbara Humpton: <\/b>And axiom number two: no matter how you draw the org chart, you\u2019re going to find a couple of things happen. One is people follow a chain of command, and therefore, you lose the collaboration across whatever other axis. And I\u2019ve seen this happen in every large organization I\u2019ve been a part of. So, this is not unique to Siemens in any way; this is human nature. We want to know what we\u2019re responsible for, we want to know how to define success. So, if we have an org chart that says, \u201cYou know what? We\u2019re in charge of the success of this product. We will go to market with that product. Boy, this is the best product.\u201d My favorite phrase was from one of my colleagues when I first started here. He was representing us to the United States government, what he would want to do is get cross Siemens things going, he would go talk to people in Siemens and they\u2019d say, \u201cI have an end-to-end solution.\u201d And he\u2019d come back and he\u2019d go, \u201cBarb, they had an end-to-end solution for a little tiny piece of the problem I\u2019m trying to solve.\u201d So, with that in mind, where we sit determines where we stand. So, one of the things I enjoy doing in my role is using convening power. A couple of years ago, we actually formed up a task force to build something we called the US Agenda 2030. Now, think about it, what\u2019s the market going to look like in the US in the year 2030? None of us know. I mean, we can barely see back when we were working on this in 2018 and 2019, no one would have predicted a pandemic and its impact. But what we did is we formed cross-functional teams from multiple businesses. So, we take somebody who maybe has their whole career in rail and we\u2019d ask them, \u201cI want you thinking about the future of cities.\u201d And we take someone who maybe had been working in building infrastructure and say, \u201cWe want you to be on the team that\u2019s looking at the future of factories.\u201d So, we got these cross-functional behaviors going inside small working groups, and we got them to go out and do data gathering, interviewing a bunch of deep experts across the Siemens Corporation, and then coming back and making recommendations about ways they thought our market would change over time. At the beginning of the exercise, the people who had been assigned to an area outside their core expertise were knocking on my door and going, \u201cHey, do you have me assigned to the right team?\u201d At the end of the exercise, it was the people who had been assigned to their own area of expertise who said, \u201cOh, I wish I would have gotten a chance to work on something different.\u201d So, right there, there\u2019s this excitement and energy that comes from actually connecting across whatever it is you\u2019ve drawn on your org chart. What we find is the ability to work across silos, no matter how they\u2019re defined, is one of the most energizing things we can do for creative people in our organization.<\/p>\n<p><b>Ed Bernardon: <\/b>Maybe four or five years ago, our division, where I work, makes software and we do a lot of work in designing cars. And I\u2019m here in Boston, and I knew some of the people that were testing autonomous cars here in the city. And I came to find out that Siemens\u2019 equipment was controlling the traffic lights in Boston. And I said, \u201cHey, there\u2019s this division that does connected vehicle technology. If we combine that with our software and the traffic light controllers, we could probably help them test autonomous cars.\u201d And I said, \u201cWell, how do I bring these pieces together?\u201d Now, fortunately, I had someone in Munich that I knew and I said, \u201cHey, who should I call?\u201d He goes, \u201cOh, just call the head of the mobility intelligent traffic systems\u201d \u2014 it was actually someone that works for you, the CEO of that group \u2014 and I did, and he sent up a couple of people and we met with the city of Boston. How do you encourage people at the grassroots level to say, \u201cHey, what if we did this with the Healthineers? Or did this with the mobility?\u201d How do you do that?&#8221; Just day-to-day problems, like you said, globalization, take advantage of the global community across all the divisions. How can you do that in a big company?<\/p>\n<p><b>Barbara Humpton: <\/b>Well, the number one thing is, first, convincing people, they\u2019re allowed to. So, there are a couple of things I love to tell people: first, all innovation begins with two people over a napkin. A lot of people have this impression that because it\u2019s a large corporation, there must be large machines and processes that make great things happen. No. Everything that happens, every new idea the corporation has put into motion started with two people, one of them had an idea and they told it to another. But the magic thing about a company like Siemens is that we\u2019re large enough to take it to scale. And I don\u2019t know if you\u2019ve experienced this, Ed, with your prior business and now being part of the Siemens network, the whole concept here is getting to take things to a world-changing scale. I think one of the most important things for us to learn is how to recognize the moments of innovation when they happen. And I\u2019ll be clear that this is a big thing that Roland Busch, our global CEO, is focused on. We had a meeting with a group of leaders in Siemens specifically to talk about what can we do to ensure that seedling ideas that have promise get the start they deserve. Sometimes we need to carve them out. Sometimes we need to carve them in and give them a little space so they can go. Sometimes we, Siemens, invest in them. Sometimes we need to seek outside investment. Lots and lots of ideas for making sure that we create, in essence, a startup culture inside the corporation. But you\u2019re on the right track, the main thing is that we want to get people to be curious about what\u2019s to their left and to their right, and we want them to know they can take the initiative to make the connections. There are really only four guiding themes here; one is customer impact. So, if we can be focused on, \u201cHey, what\u2019s that customer need that\u2019s driving me to this action?\u201d That\u2019s step number one. There\u2019s a second one, which is empowerment, and sometimes it\u2019s the management that needs to be reminded that empowerment is one of our major priorities. Then, of course, individuals need to have a growth mindset; the ability that we are becoming a different company than we were before; we\u2019re becoming different individuals than we were before. It\u2019s okay to move and change. All of that leads to this fourth priority, which is technology with purpose. So, the framework is there for us to be moving as individuals to lead the corporation to our future, whether that\u2019s in the cars \u2014 when I think about it, it seems like every part of our company has some nexus with the automotive industry \u2014 and then in so many other places and ways.<\/p>\n<p><b>Ed Bernardon: <\/b>Just like you want to combine the knowledge and innovation that comes from people with diverse backgrounds, in some ways, it\u2019s the same with technology. In the example that I gave, you have a mobility technology or traffic light technology or technology for simulating autonomous vehicles or designing them \u2014 one plus one can equal three. And certainly, scaling; large companies are great at scaling. And if you can master, like you\u2019re talking about here, the ability to get people to know, \u201cHey, it\u2019s okay about thinking of calling up your colleagues in that other division if you\u2019ve got an interesting idea.\u201d Why not? You never know what could come. It\u2019s still a little bit of thinking out of the box. Now that I mentioned thinking out of the box, you\u2019re a mathematician, you were thinking about becoming a teacher and going into education. What happened?<\/p>\n<p><b>Barbara Humpton: <\/b>First of all, can I just say, I grew up in a college town? College was what I knew.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>Where\u2019d you grow up?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>Lexington, Virginia. The Virginia Military Institute and Washington University \u2014 our house was right on the boundary line between those two schools. And everyone great in my life was a college professor. You\u2019ve heard the old phrase, \u201cYou can\u2019t be what you can\u2019t see.\u201d I had never been exposed to business whatsoever. I went to Wake Forest University and was going to study to be a math professor like my parents because what a life \u2014 honestly, it\u2019s a great life. So, there I was, I won\u2019t say the whole life plan mapped out by any stretch, but I was surprised, senior year at Wake Forest, I see all these companies coming to campus and they\u2019re talking to students about potential jobs, I wonder if I should just go and see if I could land a job. And lo and behold, IBM offered me a job in the 1980s to become a programmer. Their whole theory was, \u201cHey, there\u2019s this new thing called computer programming and we think math majors are going to make the best programmers. They\u2019re the ones who are going to get it; they\u2019ve been trained in logic and all that kind of stuff.\u201d So, sure enough, I went to the interview, I got asked to visit the IBM site, I met the leaders at IBM, heard about the projects they were working on. It was IBM federal systems. They were applying IBM\u2019s core skills to national security. I mean, this was a way to really make a difference, have an impact, apply technology, and do something that would help. I had grown up as a child of the \u201860s and \u201870s surrounded by war and civil disruption. So, to have a chance to participate in that, I thought, \u201cYeah. I\u2019ll do that just to get some experience. It\u2019ll make me a better professor someday.\u201d And I\u2019ll tell you \u2014 and I\u2019m still saying that \u2014 someday it might make me a better professor.<\/p>\n<p><b>Ed Bernardon: <\/b>Mathematicians \u2014 it\u2019s very precise \u2014 you\u2019re trying to develop relationships, get them into equations. How does that help you, do you think, having that background or that passion? Having a passion for math, how does that help you be a better corporate executive?<\/p>\n<p><b>Barbara Humpton: <\/b>What\u2019s interesting is at IBM, what I discovered is almost my entire management chain had been math majors. So, I saw math majors go a long way. And I\u2019ll tell you, part of it is because math is a discipline, it\u2019s an art, there\u2019s so much creativity to mathematics, but then there are rules and laws that organize thinking and principles. So, all of that gets called into play whenever you\u2019re making decisions on behalf of a large, complex organization. Some of the basic tenets of mathematics give you a framework, and actually, the multiple trial and error, applying models to try to determine \u201cIs this the kind of problem that can be solved with this kind of model or that kind of model?\u201d All that creativity is powerful in a business environment. That\u2019s all good. But here\u2019s the thing, you mentioned it right at the beginning: mathematics is precise. There\u2019s something beautiful about solving an equation \u2014 it nets to zero.<\/p>\n<p><b>Ed Bernardon: <\/b>I see that mathematical passion. I can see it in you right now.<\/p>\n<p><b>Barbara Humpton: <\/b>But what\u2019s interesting is that there are a lot of things in life that don\u2019t resolve themselves with mathematical satisfaction. And I remember working with people with engineering degrees, and they\u2019d go, \u201cYeah, Barb, we call that the constant C. We engineers, we get close enough, and then we just assign a factor and set it aside, and it\u2019s close enough for practical purposes.\u201d So, learning to actually converse with engineers, learning to work with customers who might actually be politicians, history majors, English majors all of this \u2014 finding a common language is probably the key to it all.<\/p>\n<p><b>Ed Bernardon: <\/b>It reminds me a little bit of when we started our startup, I was one of the four founders and I was responsible for sales and I had never run a sales organization before. At the time, I was the only salesperson so it wasn\u2019t very big. But nonetheless, as it grew, we said, \u201cOh, my goodness, I\u2019m a true VP of sales. I\u2019m gonna take a course on how to be a VP of sales.\u201d And the one thing I remember from that course is \u2014 the instructor said, \u201cIf you\u2019re going to hire salespeople, hire them from the military academies because they know how to follow a process.\u201d So, it\u2019s the same thing: underlying process, being able to quantify, doing it in a logical way. It applies to sales, to engineering, to a lot of things. I want to talk to you a little bit about your career as a woman at Siemens or overall. When you first entered from mathematics into this engineering workspace, there really wasn\u2019t a lot of diversity. So, as a young woman, how did you navigate this world? An intelligent woman, big dreams, big ambitions \u2014 what was that like at first?<\/p>\n<p><b>Barbara Humpton: <\/b>Well, first, I have to tell you that the IBM I joined in 1983 was more diverse than many of the organizations I\u2019m dealing with now. Think about that. It was that IBM recognized what we are all recognizing today, that if you want top talent, don\u2019t overlook any of the talent pools. They were making a concerted effort to reach out into all sorts of diverse pools of talent and building an organization that would tap into that brainpower, I\u2019ll just say that. Here, at Siemens, I\u2019m working in an area where, traditionally, not only on our side but also on the customer side, it\u2019s been largely run by men. And I think all of us recognize that whoever we are, we tend to be drawn to people like us, we tend to hire and promote people like us. So, the real trick was, actually, for me to just become one of us. And I\u2019m not saying \u201cbe a man\u201d. I\u2019m just saying that if you could get people to redefine us. So, what I\u2019d find is everywhere I\u2019d go, I\u2019d find mission-driven people. Yeah, we looked very different, we came from different backgrounds, but we had the single-minded, rabid devotion to making sure that the Global Positioning System was successful, making sure that our customs and border protection customers got the screening capabilities they needed to protect our borders, et cetera. So, finding a way to define us in a way that drew from the different population groups but made us feel like one group, that, to me, has been the theme.<\/p>\n<p><b>Ed Bernardon: <\/b>You raise a good point. IBM actually had a woman as CEO quite a while ago. What year did they have their first woman as CEO?<\/p>\n<p><b>Barbara Humpton: <\/b>I\u2019m not sure exactly, I\u2019d have to go back and look at the history books, but I did work recently with Ginni Rometty, who has been phenomenal. She\u2019s recently retired from that role. And then, by the way, I went to Lockheed Martin. IBM actually sold our federal business into the conglomerate that eventually became Lockheed Martin. And in the time I was there, from the end of the 1990s to the time I left Lockheed Martin in 2009, Lockheed Martin had transformed so fundamentally that there was going to be a female CEO within two years and three of the four sectors were run by women. It was phenomenal to see what Lockheed Martin did in terms of recognizing a path to develop leadership. When they announced, \u201cHey, we want leaders of this corporation to have had experience in multiple sectors. The future leader of this corporation will have the following characteristics.\u201d And oh, by the way, every time we interview for a leadership position in one of these feeder roles, we want a diverse slate. And it caused people in the corporation, instead of just promoting the people that they had been raising in their own parts of the organization, they now had to look at people across the corporation and they were like, \u201cWhere has this talent been my whole career?\u201d So, a lot of women came into some fantastic leadership roles because of this just simple rule: We will rotate people around the corporation. Part of the reason for doing that was to build a single culture because this had been IBM, GE, Aerospace, Lockheed, Martin Marietta, and many others \u2014 all coming together into a single aerospace powerhouse that needed to answer the national call, and absolutely needed the best leadership they could find in the corporate ranks.<\/p>\n<p><b>Ed Bernardon: <\/b>How long ago was it that you were at IBM because you mentioned that IBM, at the time, was, in some ways, more advanced in terms of taking advantage of all its employees than some companies are now?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>I joined IBM in the 1980s. And I\u2019ll bet you, I could reach into my archives and find\u2014 I actually kept a piece of paper that showed the graph of how many women did they have in management and how many women did they have in the workforce overall. They were paying attention even in those days. I took it as encouragement. I mean, what that said to me is that the corporation wanted me to be successful, wanted me to advance in my career, and that meant the world to me.<\/p>\n<p><b>Ed Bernardon: <\/b>So, early on, you had a mentor that told you, \u201cHey, you\u2019re gonna have to pick in your career between career and family.\u201d It\u2019s an antiquated perspective these days to even think that someone would be told that. But like you said, there are some companies now that aren\u2019t even where IBM was in the \u201880s and the \u201890s. What kind of advice could you give to someone who\u2019s trying to pursue a fulfilling career, but they\u2019re in a work environment that may be, at least from this perspective, a little bit behind the times?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>I was literally assigned a mentor. And in our very first meeting, he made this comment to me: \u201cWell, my advice is you\u2019re going to have to choose between motherhood and an executive track.\u201d And I already had two children. So, at that time, I took it as\u2014<\/p>\n<p><b>Ed Bernardon: <\/b>What a dumb question, right?<\/p>\n<p><b>Barbara Humpton: <\/b>Well, this is a verdict. \u201cYou\u2019re not executive material.\u201d But then what I chose to do was apply myself. I loved the projects I got assigned to. I loved the work I got to do, the customers I worked with. So, imagine large-scale software development on projects that would \u2014 little to my knowledge \u2014 truly have global impact. The Global Positioning System \u2014 the ground control segment of the Global Positioning System, I was working on that in the midst of raising twins. And the advice I give to people is, first of all, when you\u2019re in the midst of it, think about the work-life blend instead of work-life balance. We have lots of tools available to us today that will let us be productive when we can be productive. And then the second thing I would say is to be open with people. We\u2019re all in the midst of teams who want nothing more than to be successful. And teams look out for each other, teams find ways to make sure that if you\u2019re having a tough day because you\u2019re the one who has to stay home with sick children, then somebody else can step up and give the presentation today \u2014 or work-life blend, if you can work it out and be there virtually, then do so. But my biggest piece of advice to people is do not waste energy stressing about it. Our careers last so long these days that the children are going to be grown and happy and bringing you grandchildren, and you\u2019ll still be busy in this workplace, however you choose to drive your career, and there\u2019s plenty of time to worry about advancement and worry about whether you\u2019re achieving all you can. Don\u2019t stress about it in the moment, those are fleeting moments.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>Little bit of patience, keep your eyes on the prize, work as a team. I want to wrap up here and talk a little bit about the future. We\u2019ve got to talk about the future on The Future Car podcast. Infrastructure. Now, if we go back 5-10 years, and certainly more than that, infrastructure is bridges and roads, but now infrastructure is something different; we\u2019ve been talking about the Internet of Things, globalization, designers, and all sorts of people manufacturing knowledge connected from all over the world. How do you see infrastructure changing? What are the components of this infrastructure 5, 10, 20 years from now? What\u2019s our infrastructure going to be like? What\u2019s your vision for the future of infrastructure?<\/p>\n<p><b>Barbara Humpton: <\/b>Well, first of all, we still need physical infrastructure because we will still need to move from place to place. There\u2019s going to be the real physical problem to be solved. But we also have the virtual capabilities, where that\u2019s connected smarter, and we\u2019re right at the beginning edge of this. Here\u2019s my question for you: will it be the smarts in the car or will it be the smarts in the infrastructure itself that gives us the greater leap forward to my dream, which is the fully autonomous vehicle? For me, the individual vehicle is my favorite example of what\u2019s the world going to look like. There are lots and lots of voices out there saying, \u201cThis will never happen. The technology is never going to work.\u201d I believe it will. And having seen that there\u2019s work being done in the roads themselves to make them smart and aware and capable of talking to the things in that physical place, but there are also smarts and connections going into the things that move through space such that they can connect and talk and process. Ed, there\u2019s so much happening in the space right now that I truly believe that no matter what we dream, we\u2019re not dreaming nearly wildly enough. And here\u2019s the reason I believe this: in the 1990s, I learned the story of GPS. IBM had the chance to bid on and be involved in what was going to be called the user segment of GPS. And IBM executives at the time \u2014 this is the way I heard the story \u2014 looked at the game board and said, \u201cHmm, we\u2019ll bid on the ground control segment; they need computers to do that. But this user segment of GPS, who\u2019s ever going to use it beyond five experts at Air Force Space Command?\u201d They never dreamed someday you wouldn\u2019t be able to get a pizza without GPS.<\/p>\n<p><b>Ed Bernardon: <\/b>Have you tried using a paper map lately? Could you imagine trying to use a map now?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>I do it every now and then just to stay in shape, to tell you the truth. But what\u2019s fun is this is the thing I\u2019ve been talking about with the White House and with legislators when they ask, \u201cWhat should we be investing in?\u201d The thing I keep encouraging, what I ask them to think about is what are the foundational elements where if we can invest enough to get to scale, we give the private sector a platform for building. And that\u2019s when you see American ingenuity and the American private sector do what it does best: find new and different offerings and create the future. So, something as simple as getting the US government to invest in electric vehicle charging means we get there faster. Now we\u2019ve got electric vehicles, guess what that does? It creates a more resilient grid because we have a built-in storage capacity in our electric vehicles. What does that do? It gives us the ability now to do more modifications with buildings and create more interoperable energy systems, save energy \u2014 that contributes to the fight against climate change. This is all going to work together, and it\u2019s these core technologies that are shaping our future.<\/p>\n<p><b>Ed Bernardon: <\/b>Another one of those technologies that I want to ask you about for the future is trains. So, I live in Boston, and I\u2019ll just say, if I take a trip to Japan or Europe, I can hop on a train in Tokyo and be in Nagoya because the train is going 250 miles an hour in no time. I would love to jump on a train in Boston and be in New York City in an hour or maybe live in the middle of Massachusetts and be able to work one day in New York City and the other day in Boston, it\u2019s a half-hour commute. Why do you think that the United States hasn\u2019t made the investment that countries like Japan and Europe have made in this ability to have these trains be able to move us in a convenient way between cities?<\/p>\n<p><b>Barbara Humpton: <\/b>Absolutely. And I\u2019ll tell you one other thing, as you asked me earlier about the President, and I can assure you because he and I had this conversation, he knows exactly which four sections of track have to be straightened out between Washington DC and Boston so that you could have a high-speed rail up and down.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>I think I know them too.\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>But the fact is if you were to go and meet with experts in rail, you would meet two teams. Remember what we were talking about earlier: if you draw an org chart, it defines what happens. I have met the rail team and I have met the rolling stock team. The rolling stock team says, \u201cI\u2019m not building a high-speed train because there\u2019s no rail infrastructure for me to run on in the United States.\u201d The rail people say, \u201cI\u2019m not straightening out this thing because there aren\u2019t any trains capable of running at high speed.\u201d And you say, \u201cWait a minute, how did we get into this kind of circular argument?\u201d We\u2019ve got to break that cycle. And I actually think it\u2019s going to be partially private investment that\u2019s going to break the tie. Yes, we have major public investment going into rail infrastructure, and that\u2019s been our classic pattern, but that\u2019s not the way rail got started. So, I think you are going to see the emergence. We have a moment of disruption now where it\u2019s going to take us a minute for our economic equations to get back in sync, but we will soon see private teams making the case for city-to-city pairs. And maybe, even, you\u2019ve heard of trains to nowhere. The secret with train development is when people say, \u201cWhy would we be building a high-speed train with a stop out in the middle of the desert and another at a stop outside of a major hub?\u201d And the answer is: because wherever you build stations, economic development follows.<\/p>\n<p><b>Ed Bernardon: <\/b>Build it and they will come.\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>And that is the equation that will justify private investment in that rail infrastructure.<\/p>\n<p><b>Ed Bernardon: <\/b>When do you think I\u2019ll be able to hop on a train in Boston and be in New York in an hour or an hour and 15 minutes? When do you think that\u2019s going to be; five years out, 10?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>It\u2019ll be at least five because think about it: first, raise the funds; second, get the permits; third, actually do the work. Will I come to visit you in my autonomous vehicle before you can come to visit me via high-speed rail?<\/p>\n<p><b>Ed Bernardon: <\/b>That, I think, is an excellent question because I think yes. I\u2019m going to guess yes because I think there are less political obstacles to the autonomous car running on a highway. I\u2019m not 100% sure. But in some ways, if you think about the autonomous car, if an autonomous car comes to your home \u2014 as mobility as a service, let\u2019s look at it that way \u2014 you hop in, close the door, and it takes me to New York City. In some ways, if I\u2019m entertained in there, I don\u2019t care if it takes me three hours to go. And it came when I wanted to go, I didn\u2019t even have to look at the train schedule. So, in some ways, it\u2019s complimentary to the train. But in some ways, I think it might happen before.\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>There is a school of thought in the automotive world that it\u2019s never going to happen.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>The autonomous car part?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>The autonomous car part, because of legal questions, liability.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>That\u2019s a whole podcast in itself right there.<\/p>\n<p><b>Barbara Humpton: <\/b>That\u2019s right. Ed, I\u2019m taking you down all kinds of strange roads. I guess the third thing I would ask you is, \u201cOr will it be the air taxi?\u201d That electric vehicle that has vertical takeoff and landing capability that will lift you up and transport you through the air using all of those core technologies that today are being tested out in autonomous driving.<\/p>\n<p><b>Ed Bernardon: <\/b>I think it\u2019s going to be a combination of all of those things; you\u2019re going to have your air taxis; you\u2019re going to have your conventional aircraft, probably electric here at some point; you\u2019re going to have your autonomous cars; you\u2019re going to have those trains we\u2019ve been talking about. And they\u2019re all going to have their niche that\u2019s dependent on how far you want to go, how fast you want to go, how much you\u2019re willing to pay, how far apart your destinations are, and figuring out how to combine all those pieces. What a great job for the people at Siemens to try and figure out, don\u2019t you think?<\/p>\n<p><b>Barbara Humpton: <\/b>You know what? This goes way beyond the capabilities of Siemens. And this is why we talk so much today about working in an ecosystem.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>Exactly. Working together.\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>I look forward to adding our smarts into the dialogue, but it\u2019s going to take a bunch of us to get this one solved.<\/p>\n<p><b>Ed Bernardon: <\/b>Absolutely. A bunch of corporations, the government, and a lot of smart, innovative people working as a team. Barbara, thank you so much for a really interesting discussion. Before I let you go, we have our last little bit on The Future Car podcast called The Rapid Fire \u2014 quick questions. What was the first car you ever bought or owned?<\/p>\n<p><b>Barbara Humpton: <\/b>The Renault Alliance.<\/p>\n<p><b>Ed Bernardon: <\/b>Did you pass your driver\u2019s test on the first try?<\/p>\n<p><b>Barbara Humpton: <\/b>I did not. I pulled through a stop sign.<\/p>\n<p><b>Ed Bernardon: <\/b>I think that\u2019s the first person ever to answer that as no.<\/p>\n<p><b>Barbara Humpton: <\/b>I\u2019m being honest.<\/p>\n<p><b>Ed Bernardon: <\/b>You must have been thinking about math or something, I don\u2019t know.<\/p>\n<p><b>Barbara Humpton: <\/b>I was anxious to get going.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>We were talking about autonomous cars. One of the things about autonomous cars is you\u2019re not driving \u2014 so you\u2019re actually on your \u201cliving room on wheels.\u201d So, let\u2019s talk about that trip between Boston and New York again. You\u2019re in your living room on wheels, what is in your living room on wheels as you make this five-hour trip?<\/p>\n<p>[01:08:25] <b>Barbara Humpton: <\/b>I have classical music playing and I have a bookshelf in front of me. Oh, by the way, the New York Times crossword puzzle.<\/p>\n<p><b>Ed Bernardon: <\/b>If you could have anyone, living or not, who would you want them to spend that five-hour car ride with you?<\/p>\n<p><b>Barbara Humpton: <\/b>Rebecca Pennock Lukens. She was called the first industrial CEO in the US. She built the company that became Lukens Steel, where members of my family and my husband\u2019s family both worked in later generations. I\u2019d love to talk to her.<\/p>\n<p><b>Ed Bernardon: <\/b>If you could ask her only one question, what would it be? Only one.\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>\u201cWhat do I do now?\u201d<\/p>\n<p><b>Ed Bernardon: <\/b>Other than math, what was your favorite subject in high school?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>Art.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>Favorite thing to do in your free time?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>Puzzling.<\/p>\n<p><b>Ed Bernardon: <\/b>Least favorite thing to do?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>Cooking.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>Favorite food that somebody else cooks for you, obviously.<\/p>\n<p><b>Barbara Humpton: <\/b>I love Italian. Just love Italian food.<\/p>\n<p><b>Ed Bernardon: <\/b>Any particular dish?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>A really good meatball with a fantastic marinara sauce.<\/p>\n<p><b>Ed Bernardon: <\/b>Most memorable vacation, where did you go?\u00a0<\/p>\n<p><b>Barbara Humpton: <\/b>Antarctica.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>Antarctica. Wow!<\/p>\n<p><b>Barbara Humpton: <\/b>Yes! A summer cruise \u2014 their summer \u2014 December 15th or so in Antarctica, it\u2019s like if you flooded the Alps and just went sailing through. It\u2019s absolutely gorgeous.<\/p>\n<p><b>Ed Bernardon: <\/b>Did you see any penguins?<\/p>\n<p><b>Barbara Humpton: <\/b>I saw a penguin hatch. I was standing six feet from the nest.\u00a0<\/p>\n<p><b>Ed Bernardon: <\/b>If you could uninvent one thing, what would it be?<\/p>\n<p><b>Barbara Humpton: <\/b>Well, can I tell you my problem with this question is because I got this basic core belief that from the first time a human picked up a rock and used it as a tool, tools have elevated the role of the human and tools could also be used as weapons. And everything we work with today, I think about that nuclear bomb led to the same technology that is powering millions of homes in France right now while Russia cuts off the gas. I know we\u2019re worried about social media and what it\u2019s doing to us today, but I also believe that we\u2019re going to find a way to use it to help retrain our brains back into understanding that it is our choice, not an algorithm\u2019s choice, who we\u2019re going to vote for or where we\u2019re going to stand on an issue.<\/p>\n<p><b>Ed Bernardon: <\/b>What would you invent if you could magically invent something? Snap your fingers, poof! There it is.<\/p>\n<p><b>Barbara Humpton: <\/b>Something that could 3D print my Italian food.<\/p>\n<p><b>Ed Bernardon: <\/b>And now the final question: tell us something about yourself that would surprise your friends and family, something they don\u2019t know about.<\/p>\n<p><b>Barbara Humpton: <\/b>Being raised by college professors who raised us with classical music, I think they\u2019d be surprised to know that sometimes when they play classical music, I get an automatic carsickness response. It is tuned into me by them when they took me on long rides through the country, listening to classical music in the back of the car.<\/p>\n<p><b>Ed Bernardon: <\/b>Mom and dad get rid of those classical records next time Barbara comes by.<\/p>\n<p><b>Barbara Humpton: <\/b>We\u2019re not going to listen to the opera while we drive through the Virginia countryside.<\/p>\n<p><b>Ed Bernardon: <\/b>Barbara, thank you so much. I really enjoyed that conversation. And thank you for joining us on The Future Car podcast.<\/p>\n<p><b>Barbara Humpton: <\/b>This has been fun. Thank you so much, Ed.<\/p><\/div>\n        <\/div><!-- end #collapseTwo -->\n    <\/div><!-- end .card -->\n    <\/div><!-- end #accordion -->\n\n\n<p><\/p>\n\n\n\n<div class=\"wp-block-group\"><div class=\"wp-block-group__inner-container is-layout-flow wp-block-group-is-layout-flow\"><\/div><\/div>\n\n\n<div class=\"bio-block row\">\n    <div class=\"col-3 order-first bio-pic\">\n        <img decoding=\"async\" src=\"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/Humpton-Head-Shot.jpg\" alt=\"Barbara Humpton, President and CEO, Siemens Corporation\" \/>\n    <\/div>\n    <div class=\"col-9 bio-info\">\n        <div class=\"bio-header\">\n            <h4 class=\"speakerintro\">Barbara Humpton, President and CEO, Siemens Corporation<\/h4>\n        <\/div>\n        <div class=\"bio-biography\">\n            <p>President and CEO of Siemens Corporation, where she guides the company\u2019s strategy and engagement in serving the company\u2019s largest market, the USA. She views the true purpose of technology as expanding what\u2019s humanly possible, passionate about diversity, STEM education and worklife blend honoring her priorities at Siemens and as a grandmother. Prior to joining Siemens, she served as a vice president at Booz Allen Hamilton responsible for program performance and new business development for technology consulting. Earlier, she was a vice president at Lockheed Martin Corporation with responsibility for Biometrics Programs, Border and Transportation Security and Critical Infrastructure Protection. Humpton is a graduate of Wake Forest University with a bachelor\u2019s degree in mathematics.<\/p>        <\/div>\n        <div class=\"bio-contact\">\n            <p><a href=\"https:\/\/www.linkedin.com\/in\/barbara-humpton\/\" target=\"_blank\" rel=\"noopener\">Connect wtih Barbara on LinkedIn<\/a><\/p>\n        <\/div>\n    <\/div>\n<\/div>\n\n<div class=\"bio-block row\">\n    <div class=\"col-3 order-last bio-pic\">\n        <img decoding=\"async\" src=\"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/01\/bio-pic-eb-2.jpg\" alt=\"Ed Bernardon, Vice President Strategic Automotive Intiatives - Host\" \/>\n    <\/div>\n    <div class=\"col-9 bio-info\">\n        <div class=\"bio-header\">\n            <h4 class=\"speakerintro\">Ed Bernardon, Vice President Strategic Automotive Intiatives &#8211; Host<\/h4>\n        <\/div>\n        <div class=\"bio-biography\">\n            <p>Ed is currently VP Strategic Automotive Initiatives at Siemens Digital Industries Software. Responsibilities include strategic planning in areas of design of autonomous\/connected vehicles, lightweight automotive structures and interiors. He is also responsible for Future Car thought leadership including hosting the Future Car Podcast and development of cross divisional projects. Previously a founding member of VISTAGY that developed light-weight structure and automotive interior design software acquired by Siemens in 2011.\u00a0 Ed holds an M.S.M.E. from MIT, B.S.M.E. from Purdue, and MBA from Butler.<\/p>        <\/div>\n        <div class=\"bio-contact\">\n            <p><a href=\"https:\/\/www.linkedin.com\/in\/edward-bernardon-922442\/  \" target=\"_blank\" rel=\"noopener\">Connect with Ed Bernardon Linkedin<\/a><\/p>\n        <\/div>\n    <\/div>\n<\/div>\n\n\n<p><strong>If you like this Podcast, you might also like:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\" id=\"block-1b693cdd-a99a-4aae-b872-790da37a23f3\"><li><a href=\"https:\/\/blogs.sw.siemens.com\/podcasts\/the-future-car\/technology-with-purpose-barbara-humpton-part-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Technology with Purpose \u2013 Barbara Humpton, CEO of Siemens USA <a href=\"https:\/\/www.siemens.com\/us\/en.html\" target=\"_blank\" rel=\"noopener\"><\/a>\u2013 Part 1<\/a><\/li><li><a href=\"https:\/\/blogs.sw.siemens.com\/podcasts\/the-future-car\/carlo-mondavis-autonomous-electric-tractors-for-sustainable-affordable-farming-part-1\/\">Carlo Mondavi\u2019s Autonomous Electric Tractors for Sustainable, Affordable Farming &#8211; Part 1<\/a><\/li><li><a href=\"https:\/\/blogs.sw.siemens.com\/podcasts\/the-future-car\/the-next-leap-for-electric-vehicles-with-will-graylin-indigo-technologies-part-1\/\">The Next Leap for Electric Vehicles with Will Graylin, Indigo Technologies \u2013 Part 1<\/a><\/li><\/ul>\n\n\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Innovation begins with two people over a napkin Follow us on: iTunes Google Podcasts Spotify Stitcher TuneIn RSS \u201cCompetition makes&#8230;<\/p>\n","protected":false},"author":45480,"featured_media":5564,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spanish_translation":"","french_translation":"","german_translation":"","italian_translation":"","polish_translation":"","japanese_translation":"","chinese_translation":"","footnotes":""},"categories":[2,420],"tags":[353,348,331,321,371,362,332,349,383,402,352,354,376,333,385,379,311,312,326,375,384,360],"industry":[26,27,28,30,31,29],"product":[],"coauthors":[387],"class_list":["post-5074","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-on-the-move","category-ed-bernardon","tag-ai","tag-automotive-2","tag-autonomous-vehicles","tag-design-innovation","tag-digital-future","tag-e-e-systems","tag-electric-vehicles","tag-electrical-systems","tag-electrification","tag-engineer-innovation","tag-industry-4-0","tag-machine-learning","tag-mobility","tag-nx","tag-podcast","tag-product-design","tag-simulation","tag-smart-engineering","tag-systems-modeling","tag-transportation","tag-transportation-revolution","tag-vehicle-electrification","industry-automotive-transportation","industry-automotive-oems","industry-automotive-suppliers","industry-motorcycles-bicycles-parts","industry-rail-systems","industry-trucks-buses-specialty-vehicles"],"featured_image_url":"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/32\/2022\/09\/01_Siemens_Graphic_1280x720.jpg","_links":{"self":[{"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/posts\/5074","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/users\/45480"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/comments?post=5074"}],"version-history":[{"count":5,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/posts\/5074\/revisions"}],"predecessor-version":[{"id":8896,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/posts\/5074\/revisions\/8896"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/media\/5564"}],"wp:attachment":[{"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/media?parent=5074"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/categories?post=5074"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/tags?post=5074"},{"taxonomy":"industry","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/industry?post=5074"},{"taxonomy":"product","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/product?post=5074"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/blogs.sw.siemens.com\/podcasts\/wp-json\/wp\/v2\/coauthors?post=5074"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}