Henry Chesbrough - Profile
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Internationally acclaimed author and speaker, Dr. Henry Chesbrough is the creator of one of the most influential theories of modern business – open innovation. He first coined the term in his 2003 award-winning book, “Open Innovation: The New Imperative for Creating and Profiting from Technology” (Harvard Business School Press, 2003). His insights into open innovation models have restructured the world of research and development, and created new landscapes of business development and innovation strategy.
Ranked #24 in The Thinkers 50 Ranking 2015 In 2006, Chesbrough extended the approach from technology innovation to business model innovation in his successful follow-up book, “Open Business Models: How to Thrive in the New Innovation Landscape” (Harvard Business School Press, 2006). His 2011 book, “Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era” (Jossey-Bass) focuses on innovation models that can truly drive transformation and growth. With global economies shifting from being manufacturing-focused to services-focused, the book demonstrates that openness and its ability to deliver improved choices for customers and better economies for corporations, is a path that can turn commodity companies into trailblazers. Chesbrough, who was named to the Thinkers50 list in 2011, also serves as Executive Director, Garwood Center for Corporate Innovation at the University of California, Berkeley, Haas School of Business, which focuses on conducting research, publishing articles and developing teaching materials around open innovation. He is also a tenured full professor at ESADE Business School in Barcelona, Spain. Before his work at Berkeley, Chesbrough was an assistant professor of business administration and the Class of 1961 Fellow at the Harvard Business School. His academic work has been published in Harvard Business Review, California Management Review, Sloan Management Review, Research Policy, Industrial and Corporate Change, Research-Technology Management, Business History Review and the Journal of Evolutionary Economics. Chesbrough is the author of more than 20 case studies on companies in the IT and life sciences sectors, available through Harvard Business School Press. Prior to his academic career, Chesbrough spent 10 years in various product planning and strategic marketing positions in Silicon Valley companies. He worked for seven of those years at Quantum Corporation, a leading hard disk drive manufacturer and a Fortune 500 company. Previously, he worked at Bain and Company. Chesbrough holds a Ph.D. in Business Administration from the University of California, Berkeley, an MBA from Stanford University and a BA from Yale University, summa cum laude. |
"It was such a great event having you with us and enjoying your wisdom. People in Slovenia are still talking (and writing) about you and you will be remembered for a long time as one of the most outstanding guests that we had. I think that only Peter Drucker got such an attention at our place." |
SUGGESTED SPEAKING Topics
How to Compete in the Services Economy Era
More than half of all global economic activity comes from services. The number is closer to 80 percent in the U.S. alone. It’s a services economy, and to successfully compete, businesses of all kinds and sectors must reinvent themselves as innovators in services. Henry Chesbrough challenges leaders to avoid the commodity trap, and to think of customers not as purchasers of goods, but as co-creating partners in an evolving relationship. Those whose organizations master new service innovation models, and build or add the requisite new capabilities, he promises, will reach levels of success never before experienced in their market or industry. In this talk, Chesbrough draws from his Open Innovation Playbook to show how a customer-centric view offers opportunities for innovation and services obscured by the traditional value chain model. Using a plethora of examples – from Amazon and Google to GE and LEGO – 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.
Unleash Growth Through Business Model Innovation
Just as organizations must innovate and improve technologies, products and services, they must also evolve and transform their business models. Yet, most companies that spend millions on product and service innovation, typically lack the budget, process and organizational structure to invest in the business models that will commercialize the results of their research and development. Henry Chesbrough believes enhanced business models can often beat good technology, and make the difference between a company’s success and failure in the marketplace. Citing compelling examples such as Google, he dissects the challenges of business model innovation, and explains why – and how – leaders must experiment (not plan) their way to better business models. How companies do business will often be as, or more, important than the goods and services they produce.
More than half of all global economic activity comes from services. The number is closer to 80 percent in the U.S. alone. It’s a services economy, and to successfully compete, businesses of all kinds and sectors must reinvent themselves as innovators in services. Henry Chesbrough challenges leaders to avoid the commodity trap, and to think of customers not as purchasers of goods, but as co-creating partners in an evolving relationship. Those whose organizations master new service innovation models, and build or add the requisite new capabilities, he promises, will reach levels of success never before experienced in their market or industry. In this talk, Chesbrough draws from his Open Innovation Playbook to show how a customer-centric view offers opportunities for innovation and services obscured by the traditional value chain model. Using a plethora of examples – from Amazon and Google to GE and LEGO – 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.
Unleash Growth Through Business Model Innovation
Just as organizations must innovate and improve technologies, products and services, they must also evolve and transform their business models. Yet, most companies that spend millions on product and service innovation, typically lack the budget, process and organizational structure to invest in the business models that will commercialize the results of their research and development. Henry Chesbrough believes enhanced business models can often beat good technology, and make the difference between a company’s success and failure in the marketplace. Citing compelling examples such as Google, he dissects the challenges of business model innovation, and explains why – and how – leaders must experiment (not plan) their way to better business models. How companies do business will often be as, or more, important than the goods and services they produce.
