Open Innovation: The New Imperative for Creating and Profiting from Technology [ハードカバー]

今日のように情報が豊富な環境では、企業はもはや自分たちのアイデアだけに依拠して事業を推進することはできないし、単一の市場経路を対象にした企業革新を行なえば済むというわけにはいかなくなった。ハーバード大学大学院経営学研究所のヘンリー・W・チェスブロウ教授は、その結果として、主に内部的発想に重点を置き外部のアイデアや技術を排除してきた従来型の革新モデルは古くなっていると言う。その代わりに登場してきたのが「開かれた企業革新」というべき新しいパラダイムであり、それは内部のアイデアと外部のアイデアを戦略的に取り込んで複数の経路を通して市場に還元するというものである。

この先駆的な分析は、広範囲な現場調査、学術研究、そして著者自身のシリコンバレーにおける長い経験に基づいている。本書はゼロックス社、IBM社、ルーセント社、インテル社、メルク社、ミレニアム社およびこれらの会社から現れた多くの波及効果に関する記述を通して、豊富な情報が存在する世界での研究開発 （R&D） のより進んだ役割を見つけ、より優れた経営を行ない、知的所有権を獲得するとともに、現在のビジネスを推進して将来のビジネスを成長させるためにビジネスモデルをどのように活用できるかを示している。

著者チェスブロウは、いずれの業界であれ企業は知識を商品化する方法を変えなければならないと主張し、開かれた革新により企業の持つアイデアと技術の潜在的経済価値を開花させることができることを示している。

The great corporate research departments at companies like Bell Labs, IBM and Xerox were once the motor of American industry. But that may be changing, according to this probing academic study of corporate technological innovation. Chesbrough, an assistant professor at the Harvard Business School, argues that the old "closed innovation" model-vertically integrated research-and-development departments that develop technology in-house for the sole use of their corporate parent-is becoming obsolete in an age of mobile scientific workers, ubiquitous high-tech startups and a growing extra-corporate research establishment at university labs. Modern technology powerhouses like Cisco and Microsoft do little of their own basic research, he reports; instead they have dropped the "do-it-all-yourself" approach and pioneered a new model of "open innovation," in which companies import ideas from without and let their own innovations enter the wider marketplace. Drawing on case studies of companies like Lucent and Intel, Chesbrough suggests that companies make themselves more permeable to the flow of knowledge through such strategies as hiring professors and grad students as summer consultants, sponsoring university research, investing in and partnering with high-tech startups and venture capitalists, and disseminating their own innovations through spin-off companies or even by publishing it in the public domain. Chesbrough's sophisticated but highly readable discussion of these complex issues will give managers much food for thought.
Copyright 2003 Reed Business Information, Inc.

In today's information-rich environment, companies can no longer afford to rely entirely on their own ideas to advance their business, nor can they restrict their innovations to a single path to market. As a result, says Harvard Business School professor Henry W. Chesbrough, the traditional model for innovation--which has been largely internally focused, closed off from outside ideas and technologies--is becoming obsolete. Emerging in its place is a new paradigm, "open innovation," which strategically leverages internal and external sources of ideas and takes them to market through multiple paths.

This path-breaking analysis is based on extensive field research, academic study, and the author's own longtime experience working in Silicon Valley. Through rich descriptions of the innovation processes of Xerox, IBM, Lucent, Intel, Merck, and Millennium, and the many spin-offs that have emerged from these firms, Open Innovation shows how companies can use their business model to identify a more enlightened role for R&D in a world of abundant information, better manage and access intellectual property, advance their current business, and grow their future business.

Arguing that companies in all industries must transform the way they commercialize knowledge, Chesbrough convincingly shows how open innovation can unlock the latent economic value in a company's ideas and technologies.

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