Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

1 981: Charles Ranlett Uniforms Songs in the glory of IBM

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

Available skills

Own discoveries

The first one on the market

“Takers are winners”

Intellectual property control

From laboratories to market

Lock of the standard PC

4 factors:

Availability of researchers Development of venture capital

External options

Removal of brakes

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

Exploration of new opportunities Microsoft-IBM: PC-DOS

Pareto’ s law:

20% patent = 80% income

Income additional thanks to the sleeping patents

Economy of time and money

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

Open innovation

October 2 000: Samuel Palmisano New business point of view New projects Restructure IBM Shift from pure technology to

outsourcing

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

1 999: IBM supports Linux

2 001: 1 billion $ OS for servers

2 002: Stop developing its own OS

2 005: 500 patents

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

First of a kind (FOAK) IBM researchers Clients

Test new technologies on real

business problem

Accelerate the delivery of innovative technologies

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

IBM Jams

Online collaborative discussions

Capture the pulse of the group

Solicit specific ideas

IBM Jams “Jams have helped change our culture and the fundamental way we collaborate across our business.” Sam Palmisano - 2009

“In a world where innovation is global, multidisciplinary and open, you need to bring different minds and different perspectives together to discover new solutions […]” www.collaborationjam.com

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

Spinning-off Lexmark (1 991)

DeveloperWorks (1 999)

PwC-consulting (2 002)

Sold its hard drive activity

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion

From closed to open Thousands of patents per years

Changed its core activity

The most innovative company

Introduction

Heritage and failure -> Business culture -> Limits of the model

Open innovation -> The choice of the change -> Facts

Conclusion