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Download Open Business Models: How to Thrive in the New Innovation Landscape fb2, epub

by Henry Chesbrough

Download Open Business Models: How to Thrive in the New Innovation Landscape fb2, epub

ISBN: 1422104273
Author: Henry Chesbrough
Language: English
Publisher: Harvard Business Review Press; 1 edition (December 6, 2006)
Pages: 272
Category: Management & Leadership
Subcategory: Money
Rating: 4.2
Votes: 603
Size Fb2: 1896 kb
Size ePub: 1615 kb
Size Djvu: 1872 kb
Other formats: lrf azw mbr txt


Open innovation refers to a cognitive framework for SMEs to generate revenue out of process and product innovation (Chesbrough, 2006) through purposeful usage of inflow and outflow of knowledge to fast-track innovation.

Open innovation refers to a cognitive framework for SMEs to generate revenue out of process and product innovation (Chesbrough, 2006) through purposeful usage of inflow and outflow of knowledge to fast-track innovation. Furthermore, open innovation consists of inbound -identification, selection, utilization, and internalization of novel ideas flowing into firms from the external environment -and outbound -commercialization of internally developed ideas to the firms' external environment (. Burnswicker & Vanhaverbeke, 2015;Chesbrough, 2003).

In Open Business Models, Henry Chesbrough rethinks the traditional approach to business from the ground up. This book should be read by anybody who wants to understand how to innovate in the 21st century global economy. Nathan Myhrvold, founder and CEO, Intellectual Ventures.

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In his landmark book Open Innovation, Henry Chesbrough demonstr. 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.

Open business models: How to thrive in the new innovation landscape. Open R&D and open innovation: exploring the phenomenon. E Enkel, O Gassmann, H Chesbrough. Harvard Business Press, 2006. Business model innovation: opportunities and barriers. Long range planning 43 (2-3), 354-363, 2010. R&d Management 39 (4), 311-316, 2009. Business model innovation: it's not just about technology anymore. Strategy & leadership 35 (6), 12-17, 2007. The future of open innovation. O Gassmann, E Enkel, H Chesbrough.

In this book the focus is on the path an innovation takes to profitability in the marketplace. I particularly appreciated the chapters of the book that provide nine examples of companies that are more-or-less "pure play" innovation intermediaries. Companies like Innocentive, Ocean Tomo, and UTEK are profiled in depth.

Henry William Chesbrough (born 1956) is an American organizational theorist, adjunct professor and the faculty director of the Garwood Center for . Open Business Models: How to Thrive in the New Innovation Landscape.

Henry William Chesbrough (born 1956) is an American organizational theorist, adjunct professor and the faculty director of the Garwood Center for Corporate Innovation at the Haas School of Business at the University of California, Berkeley Contents. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. Jossey-Bass.

Journal of Product Innovation Management 2008 Vol. 25; Iss. 4. Open Business Models: How to Thrive in. .Other readers will always be interested in your opinion of the books you've read. Open Business Models: How to Thrive in the New Innovation Landscape by Henry Chesbrough. Whether you've loved the book or not, if you give your honest and detailed thoughts then people will find new books that are right for them. 1. Putting Hope to Work: Five Principles to Activate Your Organization's Most Powerful Resource by Harry Hutson and Barbara Perry.

In 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.

Comments:

Water
To put my response in context, I work with startup companies every day so I'm continually exposed to the importance of IP and business models and markets and markets and suppliers and distributors... many of the elements that that turn a cool idea or a cool technology into a profitable product.

From that perspective, both this book and Open Business Models are a disappointment. As I would suggest that you only read one (and in most cases the latter), I'll briefly review both here.

Open Innovation is supposed to bring attention to changing industry landscape. In this regard, it does a decent job to point out the trends in innovation and partnerships that are likely to drive companies forward. If you've missed out on IBM's reinvention of itself and are finding increasing pressures on your business, Open Innovation might give you some insight. Unfortunately, the content seems to border on obvious and, since it's thoroughly revisited in the latter book, it doesn't really make sense to read Open Innovation.

Marginally better, Open Business Models offers some simple frameworks or ideas about how to classify companies (based on their embracing of innovation and open innovation) and how companies move from one to another. While offering few or no "aha" moments, Open Business Models paints a decent roadmap of the transition, identifying pitfalls and opportunities. If you were responsible for this process in your company, it could help you understand where you are and how to get where you need to be.

If you're just looking for an insightful read and have any passing knowledge of open business models, I wouldn't bother with either. If you're responsible for this process in your company, try Open Business Models as it could be rewarding. Unless you're devouring everything you can find on the "open innovation" subject, I wouldn't really bother with Open Innovation.
Funny duck
I consider this book part 2 of Open Innovation: The New Imperative for Creating And Profiting from Technology. So please see my review of the author's first book. This second book deals more with intellectual property issues than the author's previous book.
Cae
Great book on open business model .. Will help in my research a lot ..
Wilalmaine
I was very pleased with the state of the book at such a fair price.
thank you
Malaris
We have become accustomed to the fact that innovation has become a standard of the industrial world. Indeed companies like Microsoft market (very successfully) what is essentially nothing but an arrangement of bits. One of the things that this book brings to mind is that a lot of other companies (Procter & Gamble, Air Products) are innovative in a business that you wouldn't think of as being particularly innovative.

This book is exploring fairly new ground in its concept of 'Open Innovation,' that is creating a marketplace for innovation itself. You might not be able to capitalize on your new innovative idea, perhaps Air Products can, or perhaps you can use something that Procter & Gamble has done. And where that's a market like that, there are new specialty companies in the business of marketing innovation between companies.

We live in a time where the future is going to require major changes, peak oil and global warming to name two harbingers of change. Companies that continue to live in the old world are going to have a very hard time -- go look at Ford and GM
Zugar
What is an open business model? In Chapter 1, here's Henry Chesbrough's response to that question: "A business model performs two important functions: it creates value and it captures a portion of that value. It creates value by defining a series of activities from raw materials through to the final consumer that will yield a new product or service with value being added throughout the various activities. The business model captures value by by establishing a unique resource, asset, or position within that series of activities, where the firm enjoys a competitive advantage."

Having thus established a frame-of-reference, Chesbrough continues: "An open business model uses this new division of innovation labor - both in the creation of value and in the capture of a portion of that value. Open models create value by leveraging many more ideas, due to their inclusion of a variety of external concepts. Open models can also enable greater value capture, by using a key asset, resource, or position not only in the company's own business model but also in other companies businesses."

These two brief excerpts are provided because Chesbrough`s definitions of various terms are far clearer and more authoritative than mine could possibly be. Also, these excepts address the "what" so that in the balance of this brilliant book, Chesbrough can then focus almost entirely on the "why" and "how" concerning the design, implementation, modification, and performance measurement of open business models.

I was especially interested in what Chesbrough has to say about what several quite different exemplary companies -- including IBM, Qualcomm, Genzyme, Procter & Gamble, and Chicago (the musical stage show and film) -- share in common: "each started with an idea that traveled from invention to market through at least two different companies" which shared the work of innovation, and, all were assisted by effective management of an open business model. Chesbrough also devotes a substantial attention to IBM whose type 3 business model (i.e. multiple segmentations, "inside-out" mindset) reached a financial crisis in 1992. Had the IBM board not replaced its then CEO with Lou Gerstner and fully supported his leadership throughout an immensely complicated and equally difficult transformation , it is probable that IBM would not have survived. Gerstner deserves much of the credit for the success of that "cultural revolution" (as he once described it) but much credit should also be assigned to IBM's open source business model. Procter & Gamble is another company which completed an especially difficult transition from having internal staff members who protected (hoarded?) various technologies so that other companies, including potential competitors, could not use them to becoming a company with a much more open approach to innovation. Chesbrough notes that P&G began to pay much greater attention of external licensing of its technologies, (e.g. to BearingPoint), now strongly supports openly partnering for driving growth equity joint ventures (e.g. with Clorox), and an entirely new perspective on competitive advantage.

According to Jeff Weedman, vice president of P&G's external business development: "There are many kinds of competitive advantage. The original view here was: I have got it, and you don't. Then there is the view, that I have got it, you have got it, but I have it cheaper. Then there is I have got it, you have got it, but I got it first. Then there is I have got it, you have gotten it from me, so I make money when I sell it, and I make money when you sell it." To me, that in essence describes the primary competitive advantage of the open business model.

I also appreciate what is rarely provided in other business books: detailed notes (Pages 217-242) which are clustered per chapter. As I read them, it seemed as if Chesbrough were standing next to me, supplementing his narrative with additional comments that are always informative and frequently entertaining. What also struck me about Chesbrough's notes is that they enable him to acknowledge various sources with appreciation and admiration. His was obviously an open source approach to the research for this book and then to the writing of it.

To thrive in the new innovation landscape, change agents must have both an open mind and the courage to challenge what James O'Toole characterizes, in Leading Change, as "the ideology of comfort and the tyranny of custom." They would also be well-advised to absorb and digest the material in this book. Congratulations to Henry Chesbrough on a brilliant achievement.

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