Ubicación Física: 658.406 / C524o 2003
Open innovation : the new imperative for creating and profiting from technology / | |
Autor: | Chesbrough, Henry William. |
Pié de imprenta: | Boston, Massachusetts : Cambridge, MA. Harvard Business School Press, 2003. |
Descripción: | 225 páginas : ilustraciones, gráficas ; 16 x 24 cm. |
ISBN: | 9781578518371. |
Tema(s): | |
Contenido: | 1. Xerox PARC the achievements and limits of closed innovation 2. The closed innovation paradigm 3. The open innovation paradigm 4. The business model connecting internal and external innovation 5. From closed to open innovation. the transformation of the IBM corporation 6. Open innovation @ Intel. 7. Creating new ventures out of internal technologies. Lucent's new ventures group 8. Business models and managing intellectual property 9. Making the transition. Open innovation strategies and tactics. |
Resumen: | As a student of innovation for more than twenty years, I still find it amazing just how difficult innovation continues to be. But today we are faced with the extra problem that our ideas of innovation have gone stale. So we need to be innovative in the area of innovation itself, which is what this book will help us to do and what I mean by calling this foreword "Innovating Innovation." By innovation I mean something quite different from invention. To me, innovation means invention im-plemented and taken to market. And beyond innovation lies disruptive innovation, which actually changes social practices—the way we live, work, and learn. Really substantive innovation—the telephone, the copier, the automobile, the personal computer, or the Internet—is quite disruptive, drastically altering social practices. Disruptive innovation presents some major challenges. First, al-though it may be relatively easy to predict the potential capabilities of a technological breakthrough in terms of the products it enables, it is nearly impossible to predict the way that these products or offerings will shape social practices. The surprising rise of e-mail is but one example. It is not technology per se that matters, but technology-in-use, and that is precisely what is so hard to predict ahead of time. Nevertheless, tech-nological breakthroughs that do end up shaping our social practices can the innovator and to society. (Taken from the source). |
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Tipo de ítem | Ubicación actual | Colección | Signatura | Copia número | Estado | Fecha de vencimiento | Código de barras |
---|---|---|---|---|---|---|---|
Libro - General | Biblioteca Sede 4 | Colección General | 658.406/C524o/2003 (Navegar estantería) | Ej. 1 | Disponible | 4665 |
1. Xerox PARC the achievements and limits of closed innovation 2. The closed innovation paradigm 3. The open innovation paradigm 4. The business model connecting internal and external innovation 5. From closed to open innovation. the transformation of the IBM corporation 6. Open innovation @ Intel. 7. Creating new ventures out of internal technologies. Lucent's new ventures group 8. Business models and managing intellectual property 9. Making the transition. Open innovation strategies and tactics.
Arquitectura
As a student of innovation for more than twenty years, I still find it amazing just how difficult innovation continues to be. But today we are faced with the extra problem that our ideas of innovation have gone stale. So we need to be innovative in the area of innovation itself, which is what this book will help us to do and what I mean by calling this foreword "Innovating Innovation." By innovation I mean something quite different from invention. To me, innovation means invention im-plemented and taken to market. And beyond innovation lies disruptive innovation, which actually changes social practices—the way we live, work, and learn. Really substantive innovation—the telephone, the copier, the automobile, the personal computer, or the Internet—is quite disruptive, drastically altering social practices. Disruptive innovation presents some major challenges. First, al-though it may be relatively easy to predict the potential capabilities of a technological breakthrough in terms of the products it enables, it is nearly impossible to predict the way that these products or offerings will shape social practices. The surprising rise of e-mail is but one example. It is not technology per se that matters, but technology-in-use, and that is precisely what is so hard to predict ahead of time. Nevertheless, tech-nological breakthroughs that do end up shaping our social practices can the innovator and to society. (Taken from the source).
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