Index
SYMBOL
3Com
A
acquisition See also R&D M&A
balancing risk and reward
bargain shopping
changing R&D paradigms
Cisco Systems
limitations of
slow down in activity
speed
talent
technology
acquisitions
strategies
acts
Bayh-Dole Act of 1980
ACV (Andersen Consulting Venture)
advantages
of corporate venturing
Airbus
Alcatel
aligning
funding with focus
alignment
problems with corporate venturing
Allegro Technologies
alliances
avoiding problems
collaboration
disadvantages of
focused alliances
innovation
lessons learned from
open innovation collaboration
problems with
pursuing
risk
Symbian
globalization
higher stakes and problems
capturing value
Java
market share and profits
software
Iridium
allure
of innovations
Altace
alternatives
to spinouts
considering
ambiguity
of licensing intangibles
Amgen
Analog Devices
Andersen Consulting Venture See ACV
Andiamo Systems
AOL-Time Warner
Apple
Newton
asset-lite approach to innovation
Association of University Technology Managers (AUTM)
AT&T
Au Bon Pain
AuroraNetics
AUTM (Association of University Technology Managers)
autonomy
corporate venturing
avoiding
problems
spinouts
with alliances
Azurix
B
Bank One
Wingspan
bargains
acquisition
Barnes & Noble
battles
over licenses
Bay Networks
Bayh-Dole Act of 1980
Bell Canada
Bell Labs
Bell Labs R&D
Bell, Charlie
Big Pharma
Boston Market
breaking free from parent companies
breaking molds
with corporate venturing
Brightstar
Bristol-Myers Squibb
Broadview International
acquisition
buying
innovation when you can't building it
C
capital venturing
cars
capturing
value
from open alliances
cars
capital venturing
cash
R&D M&A aftermath
Celera Genomics
Cerent
Chambers, John
Chipotle
Chugai Pharmaceutical of Japan
Cisco
Cisco Systems
acquisition
Andiamo Systems
COGS (cost of goods sold)
collaboration
competition
globalization
open innovation collaboration
capturing value
free and open software
Java
market share and profits
Coller Capital
NVG
colonoscopies
companies
3Com
Airbus
Alcatel
Allegro Technologies
Altace
Amgen
Analog Devices
Andersen Consulting Ventures
Andiamo Systems
AOL-Time Warner
Apple
AT&T
Au Bon Pain
AuroraNetics
Azurix
Bank One
Barnes & Noble
Bay Networks
Bell Canada
Bell Labs
Big Pharma
Boston Market
Bristol-Myers Squibb
Celera Genomics
Cerent
Chipotle
Chugai Pharmaceutical of Japan
Cisco
Cisco Systems
Coller Capital
Corning
Crescendo Communications
Disney
Donatos
DSC Communications
DuPont
Elan Pharamceuticals
Enron
Ericsson
E-Tek Dynamics
Expedia
FTD
Fuji Photo Film
General Magic
Handspring
Human Genome Sciences
IBM
ICN
ImClone
Intel Capital
Iridium
JDS Uniphase
Johnson & Johnson
King
Kmart
Kyorin Pharmaceutical
Linksys
Linux
Lockheed Martin
Lucent Technologies
Matsushita
McAfee.com
McDonald's
Merck
Microsoft
Monsanto
Motorola
Mylan Laboratories
NACP
Netscape
Network Associates
Nokia
Nordstrom
Nortel
Nortel Networks
Northern Telecom
NRADP
Optical Coating Laboratory
Palm
Panera Bread
PARC
PepsiCo
Pirelli
Pixar
Playboy
PointDX
Procter & Gamble
Psion
Qtera
R.J. Reynolds Tobacco Company
RadioShack
Raytheon
Replacements Limited
RF Micro Devices
Ribapharm
Roche
S.R. One
Sabre Holdings
Sales.com
Samsung
Saturn
Sematech
Siara Systems
Siebel Systems
Siemens
Sprint
Staples
Starbucks
StratumOne Communications Inc
Sun
Symbian
Targacept
Targacept, Inc
Telecom Italia
Thermo Electron
Tivoli Systems
Toys R Us
Travelocity
Trimeris
TRW
Tyco
Tycom
U.S. Robotics
Variagenics
Wal-Mart
Wal-Mart.com
Webvan
Wingspan Bank
Xerox
Xros
Wingspan
acquisition
Andiamo Systems
NVG
corporate venturing
IPM
risk
NVG
Phelps, Marshall
Java
refocusing
unraveling of
alliances
Thoman, Rick
competition
collaboration
considering
alternatives to spinouts
consortiums See alliances
controlling
spinouts
co-opetition
core of innovation
fueling
leveraging
open market innovation
powering with new tools
R & D
rediscovering
transforming
Corning
corporate venturing
and innovation spillovers
autonomy
breaking molds
Coller Capital
established companies
ex-venturers
Intel Capital
lessons from exemplars
Lucent's NVG
overview of
problems with
record of corporate ventures
strategic corporate venture capital
ups and downs of
venture capitalists
venturing problems
alignment and integration problems
limitations of scale and growth
corporate.coms
cost
R&D M&A aftermath
cost of goods sold (COGS)
Crescendo Communications
Crest Spinbrush
Crest Whitestrips
crown jewels spinout
CVC
aligning funding with focus
paying to play
CVC investments
D
Darwinian process
disadvantages
of alliances
of corporate venturing
Disney
Disney, Roy
Disney-Pixar
disruptive technology
Donatos
Dow Corning
DSC Communications
Dubinsky, Donna
DuPont
E
economies
Knowledge Economy
New Economy
New Knowledge Economy
Elan Pharmaceuticals
Enron
corporate venturing
Skilling, Jeffrey
Epogen
Ericsson
erythropoietin (Epogen)
E-Tek Dynamics
Expedia
ex-venturers
F
Febreze
firm-level innovation
focus
aligning with funding
focused alliances
higher stakes and problems
Forture (s/b ital)
Enron
free software
FTD
fueling
core innovation
core of innovation
Fuji Photo Film
Fuji Xerox
funding
aligning with focus
Fuzeon
G
General Magic
Genetics Institute
genomics
GlaxoSmithKline
S.R. One
globalization
alliances
GM
Saturn
golden handcuffs
R&D M&A aftermath
H
Handspring
versus Palm
Hatsopoulos, George
Hawkins, Jeff
HGS (Human Genome Sciences
Human Genome Sciences (HGS)
human genomes See genomics
I
IBM
IPM
licensing revenues
ICN
ImClone
incubator concept
independence
for spinouts
in-licensing
innovation
acquisition See acquisition
alliances
allure of
Andiamo Systems
asset-lite approach
background of
buying what you can't build
core See core of innovation
disruptive technology
Enron
incubator concept
innovating outside the bounds of organizations
innovations in innovation
IP
licensing
overview of
portfolios
processes
rethinking
revitalizing
rise of innovation industry
Silicon Valley
spinnouts
spinnovation See spinnovation
spinouts See spinouts
fueling
leveraging
powering with new tools
rediscovering
transforming
importance of
innovation alliances See alliances
innovation spillovers
and corporate venturing
innovation-by-acquisition See acquisition
innovation-by-acquisition boom
integration
problems with corporate venturing
Intel
Intel Capital
Intel Capital
intellectual property
ambiguities of licensing intangibles
as a starting point
genomics
knowing and doing
licensing
profits
scaling
virtual assets
future of
intellectual property (IP)
intellectual property management See IBM; IPM
investors
validation
IP (intellectual property)
IP licensing
future of
universities
IP-centered models
IP-centric models
limitations of
IPM (intellectual property management)
Iridium
risk
J
Jager, Durk
Java
open innovation collaboration
JDS Uniphase
Johnson & Johnson
joint ventures See also alliances
K
King
Kmart/Bluelight.com
knowing and doing connection
to intellectual property
Knowledge Economy
Kyorin Pharmaceutical of Japan
L
Lafley, A.G
launching
spinouts
lessons
learned from alliances
to be learned from alliances
leveraging
core of innovation
licensing
future of
in-licensing
innovation
intangibles
intellectual property
intellectual propety
IP licensing
IP licensing model
out-licensing
ambiguities
revenues
IBM
life spans
of VC funds
limitations
of acquisition
of IP-centric models
of venture scale and growth
Linksys
Linux
Lockheed Martin
Lucent
Bell Labs R&D
Lucent Technologies
Lucent Venture Partners
M
M&A
M&A markets
market share
open innovation collaboration
Massachusetts Institute of Technology (MIT)
Matsushita
McAfee.com
McDonald's
Merck
Microsoft
Expedia
Phelps, Marshall
MIT (Massachusetts Institute of Technology)
mobile phones
mobile-computing operating systems
General Magic
Monsanto
Motoroal
Motorola
Mr. Clean Magic Eraser
Mylan Laboratories
N
NACP (North American Coffee Partnership)
navigating
spinouts
considering alternatives
corporate venturing and innnovation spillovers
independence
launching
partners and investors
value creation
Netscape
Network Associates
network externalities
New Economy
New Knowledge Economy
New Ventures Group See Coller Capital; NVG
Newton (Apple)
NIH (not invented here)
NIH (Not Invented Here)
Nokia
Nordstrom
Nortel
Nortel Networks
North American Coffee Partnership (NACP)
Northern Telecom
not invented here (NIH)
Not Invented Here (NIH)
NRADP
launching spinouts
NVG
Coller Capital
NVG (New Ventures Group)
O
Olay Daily Facials
one-legged stool spinout
open innovation collaboration
capturing value
free and open software
Java
market share and profits
open market innovation
transforming core innovation
open software
Open-Source Development Labs (OSDL)
Optical Coating Laboratory
OSDL (Open-Source Development Labs)
out-licensing
Owens Corning
P
Page, Bob
Palm
versus Handspring
Panera Bread
PARC (Palo Alto Research Center)
partnering See alliances
partners
validation
patent machines
patents
U.S. Patent No. 5,794,207
paying
to play
CVC
PDAs (personal digital assistants)
PepsiCo
personal digital assistants (PDAs)
Phelps, Marshall
phones See mobile phones
piggy-bank spinouts
Pirelli
Pixar
Playboy
PointDx
Vining, David
PointDX
portfolios
importance of
positive feedback
powering
core of innovation
with new tools
Pratt, Bill
Prilosec
problems
avoiding in alliances
with alliances
with corporate venturing
with focused alliances
Iridium
alignment and integration problems
limitations of scale and growth
processes
importance of
Procrit
Procter & Gamble
profits
intellectual property
open innovation collaboration
proprietary alliance networks
Psion
pursuing
alliances
Q
Qtera
R
R & D
transforming core innovation
R&D
changing paradigms
R&D M&A
aftermath of
cash or stock
cost of
golden handcuffs
speed
talent
R&D M&A boom
R&D partnerships See alliances
R.J. Reynolds Tobacco Company
Targacept See Targacept
radiology
RadioShack
Rank Xerox
Raytheon
reconsidering
spinouts
record of corporate ventures
lessons from exemplars
Lucent's NVG
venturing problems
Red Hat
rediscovering
core of innovation
refocusing
spinouts
Thermo Electron
Replacements Limited See also Replacements.com
Replacements.com
research
universities
rethinking innovation
innovations in innovation
revitalizing
innovation
reward
acquisition
RF Micro Devices
in-licensing
Ribapharm
rise of innovation industry
risk
acquisition
alliances
Roche
S
S.R. One
Sabre Holdings
Sales.com
Samsung
Saturn
scaling
intellectual property
Securities Data Corporation
Sematech
semiconductors
sharing
innovations
Siara Systems
Siebel Systems
Siemens
Silicon Valley
bringing into your company
brining into your company
Skilling, Jeffrey
software
free and open software
speed
acquisition
R&D M&A aftermath
spinnouts
spinnovation
Thermo Electron
refocusing
unraveling of
spinouts See also spinnovation
breaking free from parent companies
considering
considering alternatives to
controlling
corporate.coms
crown jewels spinouts
launching
navigating
one-legged stool spinouts
overview of
piggy-bank spinouts
tale of online travel agents
umbilical-cord spinouts
validation
considering alternatives
corporate venturing and innovation spillovers
independence
launching
partners and investors
value creation
Sprint
Stanford
Staples
Starbucks
stategic corporate venture capital
stock
R&D M&A aftermath
stocks
value stocks
strategies
acquisition
StratumOne Communications Inc
Sun
Java
Symbian
Syron, Richard
T
tale of online travel agents
talent
acquisition
R&D M&A aftermath
Targacept
Targacept, Inc
technology
acquisition
disruptive technology
technology bubble
Telecom Italia
Thermo Electron
refocusing
unraveling of
Thoman, Rick
Tivoli Systems
Torvalds, Linus
Toys R Us
core of innovation
open market innovation
R & D
travel agents
tale of online travel agents
transforming
Travelocity
Trimeris
TRW
Tyco
Tycom
U
U.S. Robotics
umbilical-cord spinouts
universities
IP licensing
research
V
VA Linux
validation
parents and investors
valuations
value
capturing from open innovation collaboration
value creation
spinouts
value ideas
value stocks
Variagenics
VC funds
life spans of
Venter, J. Craig
venture capitalists
Venture Imperative, The (s/b ital)
venturing See also corporate venturing
corporate venturing See corporate venturing
Vining, David
virtual assets
intellectual property
Volpi, Mike
W
Wal-Mart
Wal-Mart.com
Webvan
Wingspan Bank
X
Xerox
PARC
Thoman, Rick
Xerox Palo Alto Research Center (PARC)
Xros