Open Business Models: How to Thrive in the New Innovation Landscape

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Harvard Business Press, 2006 - Business & Economics - 256 pages
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In his landmark bookOpen 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.

InOpen 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 createand capture value from ideas and technologies--wherever in the world they are found.
 

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Contents

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
IPEnabled Business Models
165
Getting from Here to There
187
Notes 217
218
Index
243
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