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Il primo libro di Henry Chesbrough, Open Innovation, era riuscito a definire un nuovo paradigma per il management del 21 secolo; con Open Services Innovation, che appare ora tradotto in italiano, l'autore ci spiega come l'Innovazione Aperta, associata a una rivalutazione del ruolo dei servizi, pu portare le imprese a scoprire nuove opportunit in un'economia sempre pi dominata dal terziario. Chesbrough illustra come le aziende in tanti settori diversi possono differenziarsi e innovare passando da una visione basata sul prodotto a un concetto di business orientato al servizio, e da una mentalit d'innovazione chiusa a un approccio aperto a contributi e risorse che arrivano dal mondo esterno. Il libro propone innumerevoli esempi che illustrano teorie e modelli, offrendo una guida molto concreta per l'implementazione di idee e strategie. In questa edizione, ai riferimenti americani sono affiancati tanti casi di imprese italiane con cui il lettore sapr facilmente confrontarsi.
The father of open innovation is back with his most significant book yet. Henry Chesbrough s acclaimed book Open Innovation described a new paradigm for management in the 21st century. Open Services Innovation offers a new approach that demonstrates how open innovation combined with a services approach to business is an effective and powerful way to grow and compete in our increasingly services-driven economy. Chesbrough shows how companies in any industry can make the critical shift from product- to service-centric thinking, from closed to open innovation where co-creating with customers enables sustainable business models that drive continuous value creation for customers. He maps out a strategic approach and proven framework that any individual, business unit, company, or industry can put to work for renewed growth and profits. The book includes guidance and compelling examples for small and large companies, services businesses, and emerging economies, as well as a path forward for the innovation industry. Whether you are managing a product or a service, your business needs to become more open and more inclusive in order to be more innovative. Open Services Innovation will be an invaluable guide to intrepid managers who commit to making that journey. GARY HAMEL, visiting professor, London Business School; director, Management Lab; and author, The Future of Management I tore out page after page to share with my leaders. Chesbrough has pioneered an entire rethink of business innovation that s rich in concept, deeply explained, with tools ready to use in every industry. SCOTT COOK, founder and chairman of the executive committee, Intuit Focusing on core competence often tempts managers to keep continuing what succeeded in the past. A far more important question is what capabilities are critical in the future, and Chesbrough shows how to ask and answer these issues. CLAYTON CHRISTENSEN, Robert & Jane Cizik Professor of Business Administration, Harvard Business School, and author, The Innovator's Dilemma To thrive, businesses will need to master the lessons of open service innovation. Here is their one-stop guidebook with important lessons clearly and compellingly presented. JAMES C. SPOHRER, director, IBM University Programs World-Wide Open Innovation pioneer Henry Chesbrough breaks new ground with Open Services Innovation, a persuasive argument for the power of co-creation in the world of services. TOM KELLEY, general manager, IDEO, and author, The Ten Faces of Innovation, The Art of Innovation With his trademark style of beautifully explained examples, Henry Chesbrough shows how open service innovation and new business models can help you escape this product commodity trap and bring you to the next level of competition. ALEX OSTERWALDER, author, Business Model Generation Open Services Innovation shows how a business can redefine itself as a service organisation and tap into faster growth through shared innovation. SIR TERRY LEAHY, chief executive, Tesco Chesbrough shows how innovating openly with a services mindset can make you a market leader. CHARLENE LI, author, Open Leadership, and founder, Altimeter Group
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.
Volume 6 of Research on Technological Innovation, Management and Policy contains five papers on strategic change in firms and industries. All five discuss aspects of the interrelationships between technology strategy, competitive strategy, and organization and management. The first two address these at a level of the industry; the next two at firm level; in the final chapter, the level of analysis is primarily the technology. These five chapters are illustrative of themes in current research that are shaping the field of strategic management technology and innovation. They build well on earlier work in the field and thereby support its further empirical and theoretical development. They also provide useful insights for practicing managers faced with the challenges of changing technologies and a rapid rate of innovation.