Page 235 - Grow from Within Mastering Corporate Entrepreneurship and Innovation

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defined architecture, orchestrated by a lead firm. Example:
the Boeing 787 Dreamliner project.
• Creative Bazaar (centralized leadership, emergent
innovation space). A lead company controls the
commercialization of a broad set of innovations sourced
from a diverse network, facilitated by intermediaries.
Example: a music label.
• Jam Central (diffused leadership, emergent innovation
space). Innovators network in an improvisational manner
without clear leadership, moving toward evolving goals.
Example: a musical jam session.
• Mod Station (diffused leadership, defined innovation
space). Innovation is implemented by a diverse,
unorganized community of users and experts around an
existing, defined architecture. Example: the computer
gaming industry.

While there is not a one-to-one correspondence between the
four open innovation models and the four models of corporate
entrepreneurship, certain connections may be discerned. The
dimension of centralized leadership is common between the
two frameworks. Hence, the Orchestra and Creative Bazaar
models of open innovation would be expected to be most com-
patible with the Producer and Advocate models of corporate
entrepreneurship. Indeed, members of BP’s CTO office, oper-
ating under an Advocate Model, explicitly consider themselves
to be Orchestrators. Cisco’s Emerging Technologies Group
operates like a Creative Bazaar, seeking a broad set of ideas that
Cisco might commercialize.
IBM’s Innovation Jam and Global Innovation Outlook also
operate like a Creative Bazaar, although there are elements of
the Jam Central model, too, as implied by the name. In this case,
however, IBM is acting more like an Enabler and an Oppor-