Read the below article and answer the following question?

The sales team has already received advance orders for the new micro-turbines. You have been given very ambitious production targets to meet the expected new demand. How can you apply the principles of tipping point leadership and fair process to overcome these organizational hurdles to roll out a quality line of new machines on time?

You are the Product Manager in a technologically innovative company that designs and manufactures micro-turbines, i.e. small generators for producing electricity. The company is very proud of its leadership in technological innovations and has the patents to prove it. In fact, 12 of the 24 engineers are dedicated to producing the documentation for patent applications and to monitoring the industry for any patent infringements. You also have the latest, most expensive testing equipment which is the envy of the local university engineering professors who wish they had the ability to teach their students using such advanced technologies.

In order to implement a new blue ocean strategy, your manufacturing process will have to go through some eliminating, reducing, raising and creating. By combining with technology that is already available in the aerospace industry, the strategic shift will make the product much simpler to make and less prone to malfunction. Historically, when the companys proprietary products failed, it often took days for the customer to get a company technician dispatched to their site for the repair. This delay translates into lost revenues and a logistical nightmare for your customers to find an alternative source of energy. The other 12 design engineers are pushing hard to redesign the manufacturing process and reconfigure the plant to accommodate the changes. Unfortunately, despite the long hours, the redesign group is falling behind schedule and you cannot seem to get any empathy from the Chief Technology Officer who oversees both the design and patent engineers. You feel a bit handicapped because you have been given this big task to achieve with no additional resources.

You are also concerned about the plant workers since those whose production station will be eliminated need to be reassigned to the newly created production station. These workers happen to be the ones closest to retirement and cannot be bothered to learn anything new. Their resistance could cause production delays or, worse still, production problems or defects. You take comfort in meeting the plant manager who understands your urgency and is respected by the workers because he has worked hard to rise from the shop floor to managerial level. The foreman and quality assurance manager also seem to be on board with the new blue ocean strategy since they see much simplification and improvement in worker productivity ahead.