Open Business Models: How to Thrive in the New Innovation LandscapeIn his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, "open" model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilized home-grown IP to other organizations. In Open Business Models, Chesbrough takes readers to the next step--explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company's current business model, and explains how to overcome common barriers to creating a more open model. He also offers compelling examples of companies that have developed such models--including Procter & Gamble, IBM, and Air Products. In addition, Chesbrough introduces a new set of players--"innovation intermediaries"--who facilitate companies' access to external technologies. He explores the impact of stronger IP protection on intermediate markets for innovation, and profiles firms (such as Intellectual Ventures and Qualcomm) that center their business model on innovation and IP. This vital resource provides a much-needed road map to connect innovation with IP management, so companies can create and capture value from ideas and technologies--wherever in the world they are found. |
Contents
Why Business Models Need to Open Up | 1 |
The Path to Open Innovation | 21 |
The New Environment for Business Models 49 | 51 |
The Impact of Stronger IP on the Business Model 81 | 83 |
A Framework for Advancing Your Business Model | 107 |
Innovation Intermediaries | 135 |
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Open Business Models: How To Thrive In The New Innovation Landscape Henry Chesbrough Limited preview - 2006 |
Common terms and phrases
ability activities Air Products Business School Press business unit challenges chapter clients Collabra compa company's business model competitors corporate costs create dominant design emerged example external ideas external technologies firm function Harvard Business School Henry Chesbrough IBM's ideas and technologies identify industry infringement initial InnoCentive InnoCentive's innovation and IP innovation intermediaries innovation process Intel intellectual property Intellectual Ventures intermediate markets inventors investment IP management iPod licensing Lilly Linux managing IP markets for innovation ment Microsoft million NDAs ness model NineSigma nology Ocean Tomo offer open business model Open Innovation open source software operating system opportunities organization panies partners party patent trolls percent phase potential practice problem Procter & Gamble profit Qualcomm reassignments revenue risks secondary markets sell semiconductor solvers SSIPEX start-up strategy success suppliers and customers tech technology life cycle tion U.S. patent UTEK value chain