Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era - Hardcover

Chesbrough, Henry

Hardcover

ISBN 10: 0470905743 ISBN 13: 9780470905746

Verlag: Jossey-Bass, 2010

Inhaltsangabe

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

Über diesen Titel

Über die Autorin bzw. den Autor

Henry Chesbrough is professor and executive director of the Center for Open Innovation at the Haas School of Business at the University of California, Berkeley. Previously, he was a professor at the Harvard Business School. His book Open Innovation was named Best Business Book by Strategy & Business magazine, and the best book on innovation on NPR's All Things Considered. His second book, Open Business Models, was named one of the 10 best business books by BusinessWeek, and Scientific American rated him as one of its Top 50 business and technology leaders.

Von der hinteren Coverseite

Praise for OPEN Services INNOVATION

"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 and 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

Aus dem Klappentext

Praise for OPEN Services INNOVATION

"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 and 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

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Open Services Innovation

Rethinking Your Business to Grow and Compete in a New EraBy Henry Chesbrough

John Wiley & Sons

Copyright © 2011 John Wiley & Sons, Ltd
All right reserved.
ISBN: 978-0-470-90574-6

Chapter One

THE CASE FOR OPEN SERVICES INNOVATION

As I write this chapter, the Western world's leading economies (along with Japan's) are in a terrible state. Even before the recession began in 2008, disruptive new forces were at work transforming the global economy:

? Useful knowledge, information, and technology are now widely distributed around the world.

? Increased global competition and higher rates of growth in the developing world are leading to greater wealth and rising standards of living, while stagnation is taking hold in most developed economies.

? The advanced economics are confronting unsustainably high levels of debt that, ironically, are being financed by lending from poorer developing economies.

Let us consider each of these in turn.

The spread of useful knowledge around the globe seems like a good development at first glance. Alert companies have more places to look for useful technology, and people and companies with ideas have more outlets to which they can offer their knowledge. People who live in economies with lower costs of living can use this knowledge as well as many in more expensive areas. Therefore, the advantage of superior technology that used to be the sole province of wealthier countries has given way to a more level playing field, raising the pressure on companies in the advanced economies.

The Great Recession, as many have called it, that started in 2008 ushered in a new era among the world's economies. Most of the top economies in the Organization for Economic Cooperation and Development (OECD) suffered significant declines in economic output. Some economies, including the United States, lost more jobs than any previous economic downturn since the Great Depression. Other leading economies, including Spain, have witnessed unemployment rates of over 20 percent.

Meanwhile, Brazil, China, and India saw little loss of output from the economic upheaval. Rather, each of their economies has grown significantly during the period. Their concern now is that their economies could over heat, creating a new bubble. This grow this bringing hundreds of millions of new consumers into the global marketplace. It is also creating a similar number of companies and workers in developing regions who are increasingly able to compete for jobs in those global markets.

A great deal of wealth creation has shifted as well, away from the advanced to the developing countries. China, for example, now has 98 billionaires, and India has 58. Much of the growth in the foreseeable future will have to come from the developing economies, a remarkable turn of events since World War II.

In an attempt to stave off a deeper economic downturn, many Western economies have stepped up government spending even as tax receipts declined in the downturn. As a result, sovereign debt is at uncomfortably high and unsustainable levels in many of these economies, including Greece, Japan, and Spain. For these economies, growth is at best meager, and at worst negative, which makes it politically far more painful to execute the macroeconomic policy changes needed to reverse the buildup of this debt.

Among the many consequences of these changes is one of concern over the longer term: the impact on new entrants into the workforce in advanced economies. Today young people in countries with advanced economies are finding themselves excluded from the job market as they graduate and look to start their working careers. Even those who find work often must settle for lower wages than they would have earned in the past. Moreover, research shows that many who make this trade-off will have permanently lower wages than their peers who entered the job market just a few years earlier.

THE COMMODITY TRAP

These disruptive economic forces are creating a phenomenon that I call the commodity trap, which more product-focused companies are finding hard to break out of or avoid. The commodity trap is made up of the following business realities:

* * *

? Manufacturing and business process knowledge and insights are widely distributed. It is getting harder for companies to differentiate their products and sustain that differentiation over time. Products are fighting the tendency to become commoditized (commodities are products that are sold on the basis of their cost, not their value). Commoditization is largely the result of success in an industry or the product sector in general. The knowledge and insights that have been developed from work on design and manufacturing processes like Six Sigma, Total Quality Management, supply chain management, and customer relationship management have led to much higher-quality products. However, these methods and frameworks are now well understood around the world and have been encoded into software that is also widely available around the world. When the same approaches and the same tools are available to everyone, anyone can build a good product. No wonder it is getting harder to remain competitive.

? Manufacturing of products is moving to areas of the world with very low costs. Computers and networks are spreading product designs and process tools around the world, where products can be produced cheaply. Today Samsung, Hyundai, and LG in South Korea are challenging global leaders in automobiles, cell phones, electronics, and other product categories. These firms were far behind the leading edge in the world just a decade earlier. Even they cannot rest on their laurels, however. Haier, Huawei, and Lenovo in China are also rising rapidly and will soon become world-leading companies. Clearly the product world is facing severe pressures to produce and sell on the basis of cost, not value.

? As challenging as the spread of best practices around the world is to product manufacturers, another force compounds their predicament: the shrinking amount of time a product lasts in the market before a new and improved one takes its place. As a result, even successful products can expect to enjoy an advantage in the market for a shorter time than in the past. In the hard disk drive industry where I used to work, our early products typically sold for many years. With the rise of the PC market and the incorporation of hard disks into every PC, disk drives would sell for perhaps two years. By the 1990s, even a very successful disk drive might sell for only nine months. After that, a new and even better product was available.

In pharmaceuticals, the expected lives of new drugs have also shortened. Food and Drug Administration approval now takes eight or more years for typical drugs. Then as soon as successful drugs come off patent protection after twenty years from the patent filing, generic drug companies copy them. In the largest market segments, successful patented drugs now also must share the market with rival patented drugs, even while the patents are still in effect. At least six different patented statin drugs to control cholesterol are on the market, for example.

Anyone who has purchased a cell phone in the past year can vouch for how quickly product life cycles are moving in that market. New designs and new capabilities are emerging every four to six months, which means that even very...

Details zur Ausgabe

• Verlag: Jossey-Bass
• Erscheinungsdatum: 2010
• Sprache: Englisch
• ISBN 10: 0470905743
• ISBN 13: 9780470905746
• Einband: Gebundene Ausgabe
• Auflage: 1
• Anzahl der Seiten: 256
• Kontakt zum Hersteller: Wiley-VCH GmbH; product_safety@wiley.com; ; Boschstrasse 12; Weinheim; 69469; Deutschland