In his landmark book Open Innovation, Henry Chesbrough demonstrated that because
useful knowledge is no longer concentrated in a few large organizations, busine
ss leaders must adopt a new, open" model of innovation. Using this model, compan
ies 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 organiz
ations.
In Open Business Models, Chesbrough takes readers to the next stepexp
laining how to make money in an open innovation landscape. He provides a diagnos
tic 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 modelsincludin
g Procter & Gamble, IBM, and Air Products.
