Preface: Wireless Technologies

The increasing mobility of technical and managerial personnel across firms. This paper explains the Open Innovation approach to managing innovation, with particular emphasis on the use of platform technologies in the Information Technology (IT) sector and, more specifically, on the personal computer industry. Platforms provide an architecture to combine internal and external innovations in ways that create value throughout the chain of activities that deliver a useful technology to the market. Value creation is vital for adoption of the architecture by third parties and customers. The architecture must also enable the platform architect to capture a portion of the value created. This value capture is critical to sustaining the advance of the platform. • The rising quality and relevance of university research. • The explosion in college graduates and the increasing quality and quantity of human capital. • The growth in the quality and quantity of international research. • The dramatic growth in venture capital and private equity, enabling startup companies to attract highquality talent. These erosion factors have rendered the internally focused model of Closed Innovation obsolete in most industries. Today, the earlier model has been overtaken by a model of Open Innovation. Open Innovation can be briefly defined as utilizing external as well as internal ideas as inputs to the innovation process, combined with employing internal and external paths to market for the results of innovative activities. The value of building a platform technology will be illustrated briefly by the early history of Adobe Systems, while the difficulty of doing so will be demonstrated by a comparison with another early software company, Metaphor Computer Systems. Implications for other IT platform architects, such as Intel, will be examined, including the appropriate metrics for managing an Open Innovation approach. Figure 1 depicts this new Open Innovation paradigm. It shows internal and external ideas flowing into the R&D process, and it shows the outputs of that process going to market through external paths, in addition to the internal path. Of particular importance is the flow of ideas and technologies into and out of the process throughout. Ideas can come into the process, for example, from internal research investigations, from external research, from licensing in another company’s technology, or from an acquisition of a company’s product. Similarly, ideas can flow out of the process to market in numerous ways. Many go to market through the company’s own channels, while others may be licensed out, or spun out into a new venture, or into a new joint venture. INTRODUCTION The process of industrial innovation has undergone a significant shift, since the heyday of Vannevar Bush’s vision of “Science–The Endless Frontier” [1]. That vision assumed that industrial corporations would be able to innovate only by conducting basic research activities internally, and by carrying the results of that research through to the market. While that approach worked well for a variety of US corporations during the 20 century, as demonstrated by business historian Alred Chandler [2], events in the past thirty years have eroded the conditions that supported that approach. As explained in more detail elsewhere [3], these conditions include Open Platform Innovation: Creating Value from Internal and External Innovation 5 Intel Technology Journal, Vol. 7, Issue 3, August 2003