Table of Contents

Introduction; 1. Xerox, PARC, and the Limits to Internal Innovation; 2. The Closed Innovation Paradigm; 3. The Open Innovation Paradigm; 4. The Business Model - A Focusing Device for Internal and External Innovation; 5. From Closed to Open Innovation: The Transformation of the IBM Corporation; 6. Open Innovation at Intel; 7. Creating New Ventures out of Internal Technologies: Lucent and Its New Ventures Group; 8. Business Models and Managing Intellectual Property; 9. What Do I Do Monday Morning?; 10. Open Innovation and Public Policy; Appendix; Notes; Index; About the Author

About the Author

Henry Chesbrough is an Assistant Professor of Technology and Operations Management at Harvard Business School.