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Open Innovation, or is Business War?
The catchphrase of Henry Chesbrough’s work on innovation (a doctrine called “open innovation” and described in Open Innovation, 2003, and Open Business Models, 2006), is “not all the smart people work for you.” The key operational message that corporations seem to take away from it though, is “buy and sell intellectual property vigorously and throw some money at universities.” Somewhere along the way unfortunately, a sophisticated reconstruction of the logic of innovation becomes reduced to quick-money recipes.
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Here is the obvious conclusion that Chesbrough is unwilling to draw from his own theory: if intellectual property moves around in an economy through the clumsy and cumbersome process of trade, things get drastically slowed down. The solution isn’t just more trade. It is faster trade, and sometimes, free sharing.
How Indian Firms Convert Intellectual Property Into Intellectual Profit
More open-minded Indian firms, on the other hand, are redefining IP as “intellectual partnering.” Rather than reinvent the technology wheel in-house, Indian CIOs and CTOs rely on external providers to address most of their firms’ innovation needs, through IP licensing agreements. Take TCS, India’s largest IT service provider. TCS operates the oldest and largest software R&D lab in Asia. Yet, under the visionary leadership of its CTO Ananth Krishnan, TCS is replacing its closed R&D approach with a networked C&D (Connect & Develop) model. As part of its intellectual partnering strategy, TCS now sources more IP from an external innovation network made up of academic labs, startups, and large software vendors.
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