Henry Chesbrough

Professor Michael Porter’s work was very powerful and influential in the ‘80s and the ‘90s about strategy. It was really a model, you could say, of closed innovation where you figure out what your key strategic assets were and you either went low cost or went for differentiation or you found a niche. You were constantly looking for ways to compete against the other guy. And, as I saw what was going on in the industry labs, it was clear that certainly a lot of that was happening, but there was a lot of other stuff going on that his model didn’t really explain very well at all.

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