Open Innovation: The New Imperative for Creating and Profiting from Technology

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Harvard Business Press, 2006 - Business & Economics - 227 pages
34 Reviews
In Today'S Information - RICH environment, companies can no loger afford to rely entirely on their own ideas to advance their business, nor can they restrict their innovations to a single path to market. As a result, says Harvard Business School professor Henry W. Chesbrough, the traditional model for innovation--which has been largely internally focused, closed off from outside ideas and technologies--is becoming obsolete. Emerging in its place is a new paradigm, "open innovation, " which strategically leverages internal and external sources of ideas and takes them to market through multiple paths. This pathbreaking analysis is based on extensive field research, academic study, and the author's own longtime experieance working in Silicon Valley. Through rich descriptions of the innovation processes of Xcrox, IBM, Lucent, Intel, Merck, and Millennium, and the many spin-offs that have emerged from these firms, Open Innovation shows how companies can use their business model to identify a more enlightened role for R & D in a world of abundant information, better manage and access intellectual property, advance their current business, and grow their future business. Arguing that companies in all industries must transform the way they commercialize knowledge, Chesbrough convincingly shows how open innovation can unlock the latent economic value in a company's ideas and technologies.
  

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Review: Open Innovation: The New Imperative for Creating And Profiting from Technology

User Review  - Garrett Mccutcheon - Goodreads

Open Innovation propounds the thesis that corporations should take a broader approach to innovation and IP (assuming that doing so fits within the company's business model). This book is essentially a ... Read full review

Review: Open Innovation: The New Imperative for Creating And Profiting from Technology

User Review  - Vanda - Goodreads

A good book, even though it's dated, but it really needs a goo conclusion section. It just sort of ends... Read full review

Contents

I
xvii
II
1
III
21
IV
43
V
63
VI
93
VII
113
VIII
135
IX
155
X
177
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About the author (2006)

Henry Chesbrough is an Assistant Professor of Technology and Operations Management at Harvard Business School.

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