Index
A
Accenture’s Life Sciences Center, 226
ActiMates Interactive Barney, 19
Active World, 147
activities
adapters, 71
agents, 72-73
architects, 69
adapters, 71
addressable market, 185
advocacy, 22-23
agents, 72-73
Airborne Collision Avoidance system, 220
Airbus A380 mega jumbo, 97
AIX, IBM as platform leader, 195
Alenia Aeronautica, 90
alliance constellation, 34
alternate deployment opportunities, 207
Amylin Pharmaceuticals, 155
Annual Academy of Management Meeting, 3
Apache development, 139-141
Apache Software Foundation (ASF), 140
Apex, 102
AppExchange, 43
AppExchange Central Business Incubator, 108-109
AppExchange forum, 100-101
AppExchange network, 103-104
governance of AppExchange, 105-106
on-demand technology platform, 102-103
Applied Biosystems, 155
appropriability regime, 80
architects, 69-70
architecture of participation, 38
ASF (Apache Software Foundation), 140
Automotive Supplier Jam (IBM), 242
awareness, 37
B
balanced approach to innovative activities, 246-247
balanced portfolio of sourcing mechanisms, 188
Bayless, Dave, 15
Benioff, Marc, 101
Benkler, Yochai, 31
Benoiff, Marc, 42
Big Idea Group (BIG), 121-124
Bingham, Dr. Alph, 198
BioIT Alliance, 155
biomedical research, 145-146
Blair, Michael, 89
Boeing 787 Dreamliner project
globalization of innovation, 219
Orchestra-Integrator model of network-centric innovation, 87-98
book publishing, as commons-based peer production model, 31
BPO (business process outsourcing), 221
Bradley, Jean-Claude, 144
Broomall, Vern, 92
building faith in organization, 239-241
business ecosystems, 34-35
business process outsourcing (BPO), 221
Bye, Kent, 55
C
CA (Contributor Agreement), 168
CATIA (V5), 93
Center for Research in Innovation and Technology, 3
centers of excellence, 231-233
centralization, 58
certification, 105
challenges to innovation, 26-27
China, 221-224
CIC (community information center), 224
citizen journalism, 25
Clark Foams, 80
Clark, Gordon “Grubby,” 80
co-marketing, Salesforce.com, 107
Coase, Ronald, 30
Collaborative Drug Discovery, 155
collaborative experience (P&G), 203
Collaborative Molecular Environment, 155
collaborative projects, 67
collective sanctions (governance mechanism), 77
Collins, Mike, 121
commons-based peer production model, 31
communication support, IT tools, 211
communities of creation, 1
community information center (CIC), 224
companion planting, 70
company context, 47
competencies, ICs (innovation capitalists), 127-133
complementors, 186-187
compliance workshops (Intel), 78
component developers, 186-187
computational drug discovery, 142
computer gaming industry, MOD Station model, 158-162
computing, network-centric, 20-21
conceptualization, 89
Conde Nast Publications Inc., 222
Connect+Develop initiative (P&G), 27, 114
ConnectNY network, 19
Consumerism, MASS class, 221-222
contextualization challenges (innovation opportunities), 27
continuum of centralization, 58
continuum of innovation sourcing mechanisms (Creative Bazaar model), 114-136
contract research organizations (CROs), 226
Contributor Agreement (CA), 168
conversions, MOD Station model, 158-159
core (networks), 58
Council of Competitiveness, National Innovation Initiative report, 18
Creative Bazaar model, 62-63, 113-114
continuum of innovation sourcing mechanisms, 114-136
globalization opportunities, 227-229
idea scouts, BIG (Big Idea Group), 121-124
roles in network-centric innovation, 187-190
Creative Commons Attribution License, 167
Creative Commons initiative, 81
crisis in innovation, 14, 237-239
limits of internally focused innovation, 15-17
opportunities to overcome, 17-19
power of network-centricity, 19-26
“Red Queen” effect, 14-15
CRM (Customer Relationship Management) market, 42, 101
CROs (contract research organizations), 226
crowd sourcing, 1
cultural challenges (innovation opportunities), 26-27
Current TV, 53
customer communities, Ducati Motor, 39-40
customer partners, Boeing, 89
Customer Relationship Management (CRM) market, 42, 101
D
decentralized nature of decision making, 153
DELMIA, 93
dependencies, 245-246
dependency management, 207-208
detailed design phase, development of the Boeing 787, 90-91
DEV (Deutscher Erfinderverband), 120
Develop and Refine competency (innovation capitalists), 131
developer networks, 42-43
Apache, 139-141
Boeing 787, 89
Dial, 4
Partners in Innovation initiative, 117-121, 250
Quest for the Best, 250
Technology Acquisition group, 249
dimensions of network-centric innovation, 56-59
direct-to-consumer business model, 15
distributed innovation, 3
Dreamliner (787) project
globalization of innovation, 219
Orchestra-Integrator model of network-centric innovation, 87-98
Ducati Motor
as customer community example, 39-40
knowledge management, 77-78
Duncan, David, 136
DuPont, 4
E
Eagle, Jevin, 41
EagleWision design methodology (Wipro), 226
eBay, 77
EBD (External Business Development) group (P&G), 17
Echo Chamber Project, 55
EIP (Evergreen IP), 124-125
electronic R&D marketplaces (3M), 44
ElekSen, 72
ElekTex, 72
Elements, MOD Station model, 171-173
emergent nature of the innovation goals, 152
emerging economies, 224
consumerism and the MASS class, 221-222
opportunities related to
Creative Bazaar model, 227-229
Jam Central model, 229-230
MOD Station model, 230-231
Orchestra model, 225-227
Emini, Emilio, 200
EMS (Emerging Market Solutions), 224
engagement of the entire organization, 241-242
ENOVIA, 93
enterprise, network-centric, 22
Enterprise Edition (Java EE), 169
enterprise information systems, 21
envision and direct innovation (architects), 69
Evergreen IP (EIP), 4, 124-125
execution challenges (innovation opportunities), 27
experimentation, 243-244
External Alliance Group (Kodak), 203
External Business Development (EBD) group (P&G), 17, 135
external incubators, 115
external innovation networks, 209
Extra Fox, 54
F
Finnochiaro, Robert, 241
firm-centric innovation, 4
first-person shooter (FPS) games, 159
Fisher Price, 19
formal mechanisms
AppExchange governance, 105-106
innovation networks, 76
forms, network-centric innovation, 38, 44
customer communities, 39-40
developer networks, 42-43
electronic R&D marketplaces, 44
implications for organizational capabilities, 46
implications for range of innovation, 45-46
implications for risks and returns, 46-47
inventor networks, 41
OSS communities, 39
FPS (first-person shooter) games, 159
Friedman, Tom, 220
Fuji Heavy Industries, 90
Funk, John, 135
G
gated network approach (governance mechanism), 76
General Public License (GPL), 81
Gentoo Linux, 166
geographically distributed centers of excellence, 231-233
Geospiza, 155
GIO (Global Innovation Outlook) (IBM), 18
Global Collaboration Environment (Boeing), 93
Global Innovation Outlook (GIO) (IBM), 18
global partners, Boeing, 88, 93-94
globalization of innovation, 15, 219-220
China and India, 221-223
emerging economies, 224-231
geographically distributed centers of excellence, 231-233
preparing for opportunities, 234-235
GNU General Public License (GPL), 81, 161
goals, network-centric innovation, 36
Goodrich, 90
governance, 75-77
AppExchange (Salesforce.com), 105-106
OpenSPARC Initiative, 166-167
GPL (General Public License), 81, 161
granularity of innovation tasks, 38
Gravity Tank, 232
grid computing, 20-21
Gross, Adam, 102
growth, quest for profitable growth, 12-14
H
Half-Life, MOD Station model, 65, 159-160
Hanson, Matt, 52
Haplotype Mapping (HapMap), 146
hard synergies, M&A deals, 13
HCL Technologies, 225
Henkel Innovation Trophy, 120
Henkel KGaA, 117
Herman Miller, PLM solutions, 211
HGP (Human Genome project), 29, 146
hierarchy-based production, 30
Hindustan Lever, 228
history, network-centric innovation
business ecosystems, 34-35
modes of production, 30-32
Open Source concept, 33-35
Human Genome project (HGP), 29, 146
I
i-community (Hewlett Packard), 224
IBM, 4
GIO (Global Innovation Outlook), 18
Innovation Jam initiative, 242
leveraging innovation networks, 27
as OSS community example, 39
portfolio of innovation roles, 194
Power Architecture, 225
Power chip innovation alliance, 59
ICDL (International Computer Driving License) Foundation, 224
ICs (innovation capitalists)
Creative Bazaar model, 116-117, 124-136
Evergreen IP (EIP), 124-125
IgniteIP (IIP), 125
idea hunts, 122-124
idea scouts, 72, 121-124, 189-190
IdeaExchange, 106-107
ideation to commercialization, 244-245
Ideawicket, 228
identification of risks, 209
IDEO, 72
Ikea, 222
incentives for modding, 160-162
inclusion community, 224
independent software developers (ISV), 103
India, 221
consumerism and the MASS class, 221-222
emergence of NGOs, 223-224
technological and scientific expertise, 222-223
INdTV, 53
informal mechanisms
AppExchange governance, 105-106
innovation networks, 76
information sharing, IT tools, 210
information technology (IT) tools, 210-211
infrastructure, OpenSPARC Initiative, 166-167
infrastructure services (adapters), 71
innovation, 1. See also network-centric innovation
challenges, 26-27
distributed innovation, 3
firm-centric, 4
innovation capitalists (ICs). See ICs (innovation capitalists)
innovation catalysts, 160
MOD Station model, 173-174, 192-193
OpenSPARC Initiative, 164
Innovation Jam initiative (IBM), 242
innovation metrics, 211-214
innovation networks, 1
innovation portals
as Creative Bazaar model innovation role, 187-189
Dial, 119
innovation sponsors
as Jam Central model innovation role, 190-192
TDI-TSL network, 144
innovation steward, TDI-TSL network, 143
innovation transformation (agents), 73
innovators
as MOD Station model innovation role, 193
OpenSPARC Initiative, 164
TDI-TSL network, 144
Intacct Corp., 71
Integrators, as Orchestra model innovation role, 185-186
Intel, 78
intellectual property. See IP rights management
Intellectual Ventures LLC (IV), 123
Interknowlogy, 155
internal evangelism, 134
internal incubators, 115
internal resources, 186
internally focused innovation, limits of, 15-17
International Computer Driving License (ICDL) Foundation, 224
International HapMap project, 146
InventionQuest (Staples Inc.), 41
inventor networks, Staples Inc., 41
inventors, partnerships, 117-121
IP rights management, 79-82
computer games, 160-161
innovation capitalists, 132
OpenSPARC Initiative, 167-169
TDI network, 145
ISV (independent software developers), 103
IT (information technology) tools, 210-211
J–K
Jailbreak, 160
Jam Central model, 64-65, 139-141
biomedical research, open databases approach, 145-146
elements of, 151-154
globalization opportunities, 229-230
large companies, 154-156
roles in network-centric innovation, 190-192
Second Life (virtual reality world), 146-150
Tropical Disease Initiative, 141-145
Jansen, Kathrin, 200
Java EE (Enterprise Edition), 169
Java ME (Micro Edition), 169
Java SE (Standard Edition), 169
joint development phase, development of the Boeing 787, 89-90
Joy, Bill, 17
Jung, Edward, 123
Kawasaki Heavy Industries, 90
Kellogg Innovation Network (KIN), 3
Kellogg’s, 227
Kieden, 109
KIN (Kellogg Innovation Network), 3
knowledge management, 77-79
knowledge transfer (agents), 72
knowledge-based tasks, R&D process, 142
knowledge-management mechanisms, 85
Kodak, 203
Kraft, 16
L–M
Lafley, A.G, 199
leadership
organizational readiness for network-centric innovation, 205-207
structure of network leadership, 57-59
learning potential, adapter role, 187
Lenovo, 15
licensing scheme (GPL), 81
Linden Lab, 149
linking members (agents), 72
Linux, 24
Logitech, 72
M&A (mergers and acquisitions) deals, 13
management
dependencies, 207-208
intellectual property rights, 132
networks, 74-82
risks, support processes, 209
mantra for innovation, 249-250
Mappr, 170
Market competency (innovation capitalists), 132-133
market-based production, 30
market-ready products, 114
Mashup movement, 170-171
MASS class, consumerism, 221-222
Maurer, Stephen, 141
mechanisms, sourcing innovation, 114
mediation, agents, 72-73
Merck, 17
Meredith Corp., 222
mergers and acquisitions (M&A) deals, 13
Merwin, 130
Metaverse (virtual reality world), 146
metrics (innovation metrics), 211-214
Micro Edition (JAVA ME), 169
Microsoft
ActiMates Interactive Barney, 19
BioIT Alliance, 155
Miller, David, 166
mindset challenges (innovation opportunities), 26-27
Mitsubishi Heavy Industries, 90
MOD Films, 53
MOD Station model, 65-66, 157-158
computer gaming industry, 158-162
elements, 171-173
globalization opportunities, 230-231
innovation catalysts, 173-174
Mashup movement, 170-171
OpenSPARC Initiative, 162-169
roles in network-centric innovation, 192-193
modders, 160
models, network-centric innovation, 59, 193-194
choosing most appropriate model, 179-184
Creative Bazaar model, 62-63, 113-136, 187-190, 227-229
Jam Central model, 64-65, 139-156, 190-192, 229-230
Mod Station model, 65-66, 157-174, 192-193, 230-231
Orchestra model, 60-62, 85-111, 185-187, 225-227
modes of production, 30-32
MODification (MOD) Station model. See MOD Station model
modularity of the innovation system, 38
Moore, James, 34
Morley, Eileen, 54
Mulally, Alan, 87
MVB (MyVirtualBand.com), 150-151
Myhrvold, Nathan, 123
N
National Innovation Initiative report (Council of Competitiveness), 18
nature of the collaboration infrastructure, 153
The Nature of the Firm, 30
NCA (network-centric advocacy), 22-23
NCE (network-centric enterprise), 22
NCI (network-centric innovation). See network-centric innovation
NCO (network-centric operations), 21-22
NCW (network-centric warfare), 21
network governance, 75-77
network management, 74
IP rights management, 79-82
knowledge management, 77-79
network governance, 75-77
network partners, Boeing, 91
network-centric advocacy (NCA), 22-23
network-centric enterprise (NCE), 22
network-centric innovation (NCI), 4, 23-26, 29-30, 51-54, 67-68
balanced approach to innovative activities, 246-247
building faith in organization, 239-241
company context considerations, 47
contribution to organizational growth, 248
dependencies, 245-246
engagement of the entire organization, 241-242
experimentation, 243-244
forms, 38
customer communities, 39-40
developer networks, 42-43
electronic R&D marketplaces, 44
implications for organizational capabilities, 46
implications for range of innovation, 45-46
implications for risks and returns, 46-47
inventor networks, 41
OSS communities, 39
globalization, 219-220
China and India, 221-224
emerging economies, 224-231
geographically distributed centers of excellence, 231-233
preparing for opportunities, 234-235
historical and philosophical roots of, 30-35
ideation to commercialization, 244-245
implications for innovation roles, 73-74
landscape of, 55-59
mantra for innovation, 249-250
members, 68-73
models, 59
Creative Bazaar model, 62-63, 113-136, 187-190, 227-229
Jam Central model, 64-65, 139-156, 190-192, 229-230
Mod Station model, 65-66, 157-174, 192-193, 230-231
Orchestra model, 60-62, 85-111, 185-187, 225-227
network management, 74-82
organizational and operational readiness, 197-198
innovation metrics, 211-214
leadership and relational capabilities, 205-207
letting go of innovation process, 200-202
management of dependencies, 207-208
structure of the organization, 202-205
support processes, 208-209
tools and technologies, 210-211
We Know Everything (WKE) syndrome, 199-200
positioning firm in innovation landscape, 178
analysis of industry and market characteristics, 179-184
portfolio of roles, 194-196
requirements of innovation role, 179, 184-194
principles of, 35-38
reallocation of innovation investments, 247-248
network-centric operations (NCO), 21-22
network-centric warfare (NCW), 21
Networked Virtual Organization (NVO) (Cisco), 22
NGOs (non-profit and non-governmental organizations)
emergence of in BRIC countries, 223-224
globalization of innovation, 229-230
NIH (Not Invented Here) syndrome, 199
NineSigma, 44
Northrop Gunman, PLM tools, 211
Not Invented Here (NIH) syndrome, 199
NVO (Networked Virtual Organization) (Cisco), 22
O
O’Reilly, Tim, 38
objectives
AppExchange, 104
network-centric innovation, 36
ODMs (original design manufacturers), 232
OEMs (original equipment manufacturers), 225
OfficeMax, 232-233
OhmyNews, 25
on-demand software, 101
on-demand technology platform, 102-103
open databases approach, 145-146
open market innovation, 1
Open Source concept, 25
filmmaking, 33
hardware, 33
intelligence (OSINT), 33
network-centric innovation, 33-35
open source curriculum, 33
Open Source Development Lab (OSDL), 155
Open Source Software (OSS) movement, 4, 24, 33, 39
OpenJava initiative, 169
OpenSolaris project, 169
OpenSPARC Initiative, 162-164
combining with other Sun initiatives, 169
community governance and infrastructure, 166-167
community members, 164-166
IP rights management and value appropriation, 167-169
operational readiness, 197-198
innovation metrics, 211-214
support processes, 208-209
tools and technologies, 210-211
operations, network-centric, 21-22
globalization opportunities, 225-227
Orchestra-Integrator model, 86-98
Orchestra-Platform model, 86, 100-111
roles in network-centric innovation, 185-187
Orchestra-Integrator model, 86-88
comparisons with A380 and Boeing 777 projects, 98
strategy, 88-96
Orchestra-Platform model, 86
critical elements, 109-111
Salesforce.com and AppExchange forum, 100-101
AppExchange network, 103-104
governance of AppExchange, 105-106
on-demand technology platform, 102-103
Salesforce.com initiatives, 106
AppExchange Central Business Incubator, 108-109
co-marketing and value appropriation, 107
IdeaExchange, 106-107
partner alliances, 107-108
organizational capabilities, implications of network-centric innovation, 46
organizational engagement, 241-242
organizational growth, 248
organizational readiness, 197-198
leadership and relational capabilities, 205-207
letting go of innovation process, 200-202
management of dependencies, 207-208
structure of the organization, 202-205
We Know Everything (WKE) syndrome, 199-200
original design manufacturers (ODMs), 232
original equipment manufacturers (OEMs), 225
OSDL (Open Source Development Lab), 155
Osher, John, 116
OSINT (open source intelligence), 33
OSS (Open Source Software) movement, 4, 24, 33, 39
P
P&G (Proctor & Gamble), 4
Connect+Develop initiative, 27, 114
EBD group, collaboration history, 203
External Business Development group, 135
innovation initiatives, 17
leveraging innovation networks, 27
portfolio of innovation roles, 195
SpinBrush product, 115
Park, Debra, 117
partner alliances, Salesforce.com, 107-108
Partners in Innovation (Dial), 117-121, 250
partnerships
Dial Corporation, 117-121
innovation capitalists, 124-127, 133-136
patented technology, computer games, 160
patents, 80
PC Pack (ActiMates Interactive Barney), 20
PDG (Product Development Group) LLC, 122
Perens, Bruce, 33
periphery (networks), 58
PES (Product Engineering Solutions), Wipro, 226
philosophical roots, network-centric innovation
business ecosystems, 34-35
modes of production, 30-32
Open Source concept, 33-35
Pickering, Thomas, 88-91
platform leaders, 185-186
platform monitoring, 105
PLM (Product Lifecycle Management) tools, 211
PlugFests (Intel), 78
portfolio of roles, 194-196
positioning firm in innovation landscape, 178
analysis of industry and market characteristics, 179-184
portfolio of roles, 194-196
requirements of innovation role, 179-194
Creative Bazaar model, 187-190
Jam Central model, 190-192
MOD Station model, 192-193
Orchestra model, 185-187
Power Architecture (IBM), 195, 225
Power Architecture Design Center (HCL Technologies), 225
Power chip innovation alliance (IBM), 59
principles, network-centric innovation, 35
architecture of participation, 38
creation of social knowledge, 37
shared awareness and world view, 37
shared goals and objectives, 36
process management mechanisms, 210
Proctor & Gamble. See P&G (Proctor & Gamble)
Product Development Group (PDG) LLC, 122
Product Engineering Solutions (PES), Wipro, 226
Product Lifecycle Management (PLM) tools, 211
profitable growth, 12-14
project management, IT tools, 210
Q–R
QPong, 160
Quake, 159
quality rating, 105
Quanta Computer, 232
Quest for the Best contest (Dial), 118, 250
R&D process, drug discovery, 142
Rai, Arti, 141
RAMP (Research Accelerator for Multiple Processors), 166
Raven Software, 161
raw ideas, 114
Raymond, Eric, 33
reach of the mechanism, sourcing innovation, 114
reallocation of innovation investments, 247-248
Red Hat Linux, 24
“Red Queen” effect, 14-15
Reduced Instruction Set Architecture (RISC), 162
Reines, Scott, 200
relational capabilities
innovation capitalists, 132
organizational readiness for network-centric innovation, 205-207
Reliance Industries, 228
reports, National Innovation Initiative (Council of Competitiveness), 18
reputational systems (governance mechanism), 77
Research Accelerator for Multiple Processors (RAMP), 166
reverse flow model, 134
RISC (Reduced Instruction Set Architecture), 162
identification and management, 209
innovation architecture, 186
mitigation, 114
risks and returns, implications of network-centric innovation, 46-47
roadshows (BIG), 121
roles, network-centric innovation, 184-194
Creative Bazaar model, 187-190
Jam Central model, 190-192
MOD Station model, 192-193
Orchestra model, 185-187
portfolio of roles, 194-196
rule-based tasks, R&D process, 142
S
Salesforce.com
AppExchange forum, 100-106
as developer network example, 42-43
initiatives as platform leader, 106-109
Sali, Andrej, 141
Samsung, commoditization, 15
Sanctuary, 54
Sanger Institute, 69
Sargent, Ron, 41
SBU (Strategic Business Unit) level, 179
Scalable Processor Architecture. See SPARC architecture
Schistosomiasis project, 144
Science Commons initiative, 81
scientific expertise, emerging economies of India and China, 222-223
Scripps Research Institute, 155
Second Life (SL). See SL (Second Life)
Seek and Evaluate competency (innovation capitalists), 128-130
787 Boeing Dreamliner project
globalization of innovation, 219
Orchestra-Integrator model of network-centric innovation, 87-98
shared awareness, 37
shared goals, 36
shared world view, 134
Silver, Andrew, 54
Simply RISC, 165
SIRO Clinpham, 226
SL (Second Life), 146-147
behavioral norms, 149-150
network and players, 148-149
Smith, Dan, 95
sniff test, 129
Snow Crash, 146
SNP consortium, 146
SOC (System On a Chip) design, 163, 225
social knowledge, 37
social mechanisms, 76
soft synergies, M&A deals, 13
software as service, 101
software development, 142
Solaris OS, 169
space, innovation space, 180
SPARC architecture, OpenSPARC Initiative, 162-164
combining with other Sun initiatives, 169
community governance and infrastructure, 166-167
community members, 164-166
IP rights management and value appropriation, 167-169
SPARCstation1, 162
specialized knowledge (adapters), 71
SpinBrush product (P&G), 115
Star Alliance, 34
Stephenson, Neal, 146
Stonecipher, Harry, 87
Strategic Business Unit (SBU) level, 179
Strategies, Boeing’s network-centric innovation, 88-96
Streiff, Christian, 99
Strode, Scott, 92
structure
innovation space, 56-57
network leadership, 57-59
organization, 202-205
Submit & Win sweepstakes (Dial), 118
SugarCRM, 230
Sun Microsystems Inc., 155
OpenSPARC Initiative, 162-169
portfolio of innovation roles, 195
support processes, 208-209
A Swarm of Angels, 52
The Synaptic Leap (TSL), 144
System On a Chip (SOC) design, 163, 225
T
Taiwan Semiconductor Manufacturing Company (TSMC), 71
Tata, 15
Taylor, Ginger, 143
TDI (Tropical Disease Initiative), 141-144
TDI-TSL network, 144-145
Team Fortress, 159
Team Reaction, 160
technological expertise, emerging economies of India and China, 222-223
technologies, operational readiness for network-centric innovation, 210-211
Technology Acquisition group (Dial), 117, 249
technology brokers, 72
tending the innovation network (architects), 70
time to market, 114
Todd, Mathew, 144
tools, operational readiness for network-centric innovation, 210-211
Toyota, 22
transaction costs, 30
trigger and catalyze innovation (architects), 69
Tropical Disease Initiative (TDI), 33, 141-144
trust-based environment, Boeing, 94-96
TSL (The Synaptic Leap), 144
TSMC (Taiwan Semiconductor Manufacturing Company), 71
Turner, Dr. Merv, 200
TV Pack (ActiMates Interactive Barney), 20
U–V
U.K.-based Wellcome Trust, 69
Ubuntu Linux, 166
UIA (United Inventor Association), 119
UltraSPARC T1, 163
Unilever, 4
United Inventor Association (UIA), 119
value appropriation, 180
OpenSPARC Initiative, 167-169
Salesforce.com, 107
value capture, 243-244
value chain, ICs (innovation capitalists), 127
Develop and Refine competency, 131
Market competency, 132-133
Seek and Evaluate competency, 128-130
value creation, 243-244
value nets, 21
value networks, 21
Valve Corporation, Half Life, 65, 159
Vendlink LLP, 19
venture capitalists, 115
Viewer Created Content (Current TV), 53
VizX Labs, 155
Vought Aircraft Industries, 90
W–Z
Walmart, 22
Warfare, network-centric, 21
The Watch, 54
We Are Smarter Than Me, 31
We Know Everything (WKE) syndrome, 199-200
Weaver, David, 166
web-delivered software, 101
WebSphere, IBM as platform leader, 195
Weed’s law, 207
Wellcome Trust, 69
Wikipedia, 24
Williams, Brandon, 133
Williamson, Oliver, 30
Wipro, 226
WKE (We Know Everything) syndrome, 199-200
Wladawsky-Berger, Irving, 39, 191, 201
world view, 37
Worldcraft, 160
Wyeth Pharmaceuticals Inc., 226