Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your email address or mobile phone number.
Open Innovation: The New Imperative for Creating And Profiting from Technology Paperback – September 30, 2005
Top 20 lists in Books
View the top 20 best sellers of all time, the most reviewed books of all time and some of our editors' favorite picks. Learn more
Frequently Bought Together
Customers Who Bought This Item Also Bought
From Publishers Weekly
Copyright 2003 Reed Business Information, Inc. --This text refers to the Hardcover edition.
More About the AuthorsDiscover books, learn about writers, read author blogs, and more.
Top Customer Reviews
I also think that the book could be misleading for at times the author intermixes the words innovation and technology. Yet, we know that there is a lot of capital to be created with innovations that are not based on technology but exploit the changes caused by technology.
And, as a thirty-year veteran of IBM, it was hard to read that the first time that IBM invented "open innovation" was with the advent of the Internet in the mid 1990s. In reality, there were many "open innovation" efforts within IBM as early as 1970 that produced significant revenue.
The author points to the failure of PARC as an R&D failure. I would argue just the opposite. PARC was extraordinarily successful as an R&D effort. Look at how many fundamental innovations relative to personal computers that got developed. It was operational and executive failure that resulting in Xerox's inability to commercialize on what they had. This is not the fault of a "closed innovation" model. The "closed innovation" model created what it was supposed to create.Read more ›
After examining changes in the knowledge landscape---e.g. mobility of high-skill high-knowledge people and rise of venture capital to grease exploration of high-risk high-reward ideas---Chesbrough arrives at the necessity of a shift from a closed model of innovation based on tight control to an open model based on enabling the free flow of ideas for its benefits and capturing what value can be viably captured. Besides Xerox, he looks at IBM, Intel, and Lucent in detail and many others including Microsoft, Cisco, and Merck to explore the open innovation model and how to transition.
The book reads well, the years and years of research and detailed case studies don't get in the way. Beyond direct application to large corporations, the model of open innovation has significant implications for academia, government research and policy, and innovation everywhere. Even having thought about the issues covered for years, I see the book having immediate impact on my own actions.
The function of a business model, according to the author and colleague Richard Rosenbloom, is to: articulate the value proposition; identify a market segment; define the structure of the firm's value chain; estimate the cost structure and margin, describe the position of the firm within the value network and to formulate the competitive strategy of the offering. So invention is not enough. Organizations most follow the path to commercialization, but that route often means it must work collaboratively with many others. This approach has many ramifications on company structure and ways of working.Read more ›
As an academic however, I have some reservations. Though the book is better than other business books, it follows the same pattern: find a catchy expression (open innovation), declare a paradigm shift, present some case stories that are supposedly representative and take some short cuts towards generalizations. IBM and AT&T are hardly representative for the whole industry. This might be important since there are certainly examples of highly profitable companies that would rather fit into the `closed innovation' model that the author declares dead. Secondly, it is not totally clear that open innovation model is really a new paradigm. At the beginning of the last century (according to the author the origin of the closed innovation model) many European companies took advantage of innovations from universities and public research labs (organic chemistry, x-ray).Read more ›
Most Recent Customer Reviews
In a writing style that is very easy to read, Chesbrough tackles the core concepts of Open Innovation by first effectively demonstrating the few benefits and many limitations of... Read morePublished 16 months ago by Shane Combs
The open innovation concept for developing products and developing markets is spot on. There are too many excellent resources out there to collaborate with. Read morePublished on December 16, 2013 by Todd M Sames
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). Read morePublished on November 20, 2013 by Garrett Mccutcheon
Makes an excellent case for an Open Collaborative Innovation model. Applies lessons learned from open architecture product design to the larger scale of corporate innovation. Read morePublished on June 1, 2012 by Jeff
Will be reading this for class. Amazon had a fantastic price and book came quickly. Hopefully the content will be just as good.
This intriguing book proves just how right author Henry Chesbrough is ¬ and has been since its first edition in 2005. Read morePublished on June 30, 2011 by Rolf Dobelli
This book is as far as I know the first book dealing with the open innovation idea. Sure nothing is totally novel under the sun. Read morePublished on March 18, 2011 by Jackal