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1、2006number2Creationnets:GettingthemostfromopeninnovationArticleataglanceMostexecutivesarebynowfamiliarwithopeninnovation:theideathatcompanies,bylookingoutsidetheirownboundaries,cangainbetteraccesstoideas,knowledge,andtechnologythantheywouldhaveiftheyrelied
2、solelyontheirownresources.Despitetheattractionsofopeninnovation—anditssuccessesinareassuchasopen-sourcesoftwaredevelopment—fewcompaniesbelievethattheyknowthebestwayofcreatingvaluewiththeopenmodelofinnovation.Companiesmustgototheperipheriesoftoday’scommerci
3、alandscientificendeavors,wherehundredsandeventhousandsofcollaboratorsfromdiverseinstitutionalsettingsareparticipatingininnovative“networksofcreation.”Managerscanusetheprinciplesandmechanismsof“creationnets”toprofitfromopeninnovationandtocreatemorevaluethan
4、wouldbepossiblewiththeclosedmodelofinnovation.Creationnets:Gettingthemostfromopeninnovation41Creationnets:GettingthemostfromopeninnovationAtypicallargecompanycannolongerrelysolelyonitsownresources.Creationnetworksareapromisingwaytomovebeyondthem.JohnSeelyB
5、rownandJohnHagelIII1Thankstothemanybooksonopeninnovationandtotheprominenceofopen-sourcesoftwareprojectssuchasLinux,mostexecutiveshaveatleastapassingfamiliaritywiththesubject.Itscentralideaisthatwhencompanieslookoutsidetheirownboundaries,theycangainbetterac
6、cesstoideas,knowledge,andtechnologythantheywouldhaveiftheyreliedsolelyontheirownresources.Someexecutivesmayevenbefamiliarwiththemanyvariantsofopeninnovation,anumberofwhichstrayaconsiderabledistancefromtraditional“closed”modelsofinnovationmanagement.Despite
7、thefamiliarityoftheseideas,persistentdoubtsandmisunderstandingsoftenmakeithardtogeneratevaluefromthem.Atoneextreme,manypeopleaskwhetherdistributedmodelsofinnovationaren’tnotoriouslyhardtocontrol,manage,andcommercialize.Attheotherextreme,openinnovationmayse
8、emtobemostlyaboutnarrowlydefinedjointventuresortransactionstoacquireintellectualpropertycreatedbyothers.Ifso,what’sallthefussabout?1See,forexample,HenryWilliamChesbrough,OpenInnovation:TheNewImperativeforCrea
