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| Open Business Models: How to Thrive in the New Innovation Landscape | 
| Author: Henry Chesbrough
Publisher: Harvard Business School Press
Category: Book
List Price: $35.00
Buy New: $14.50
You Save: $20.50 (59%)
Buy New/Used from $13.99
Avg. Customer Rating:  (8 reviews)
Sales Rank: 37214
Languages: English (Original Language), English (Unknown), English (Published)
Media: Hardcover
Edition: 1
Number Of Items: 1
Pages: 256
Shipping Weight (lbs): 1.2
Dimensions (in): 9.3 x 5.8 x 1.2
ISBN: 1422104273
Dewey Decimal Number: 658.4063
EAN: 9781422104279
ASIN: 1422104273
Publication Date: December 6, 2006
Availability: Usually ships in 1-2 business days
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| Customer Reviews:
| Showing reviews 6-8 of 8 | | « PREV | | |
 The World It Is a'Changin March 4, 2007
2 out of 3 found this review helpful
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
Good Book January 22, 2007
2 out of 21 found this review helpful
Received the book as advertised, in good condition and on time. Content is what I'd hoped for in a business savvy book.
Insightful modern thinking on business November 16, 2006
15 out of 30 found this review helpful
Professor Hank Chesbrough of UC Berkeley has done it again, another insightful book about modern thinking on business. Building on his first book, Open Innovation, Chesbrough goes beyond innovation to put it in the broader context of strategic management. Granted, I have only had opportunity to read 1 pre-release chapter of the book, but I can tell it's going to be an important book for managers-across an entire enterprise-to study.
I say it speaks to managers from across an entire enterprise because the book presents a holistic way of thinking about innovation. Chesbrough provides a definition of the Business Model of a corporation that integrates elements from Marketing, R&D, IP Management, Supply Chain Management, Competitive Intelligence, Strategy, Sales, Purchasing, Finance, and even University Relations. HR and accounting weren't integrated, at least not in the chapter I got to read, nonetheless it's an impressively comprehensive synthesis of a vast array of strategic management topics into one concise construct, the Business Model.
By having a single definition of a Business Model, managers within a corporation finally have a common language to relate to each other when changes need to occur. This common language is critical to ensuring that innovation happens holistically. For instance, from a company's end-customer's perspective, it doesn't make sense for the company to innovate on its core technology if it doesn't translate into new marketing messages the customer would care about. To pull off integrated innovation, departments in a corporation need to recognize when changes in other departments-that is to say innovation in other departments-should ripple through the organization as innovation in other functional areas of the business.
The shared language of a Business Model allows one department or job function such as R&D to suggest a new idea that will have a certain departmental benefit but entails a change to the company's business model. Because all other departments are listening for potential changes to the business model, a signal from another department that a change is coming to the business model can spark cross-functional debate, planning, and cooperation to ensure the change is implemented for global, not local, departmental optimization.
Maybe there will even need to be a new profession called the Business Model Manager, akin to a Product Manager, that's responsible for looking after the health of the business model. Will there be a new management association for these professionals? The Business Model Managers Association (BMMA), or will it become an extension of Product Development Management Association?
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