16 October 2012 | Lawrence Lee
The concept of open innovation has moved from business phrase to business reality over the last ten years.
When PARC became a for-profit subsidiary of Xerox to practice open innovation in 2002, Henry Chesbrough had not yet published his book Open Innovation and the concept was not well understood. Companies knew how to engage a design firm, license IP, and form joint ventures, but few knew how to truly co-develop innovations with external partners, such as PARC.
At that time it was hard for PARC to understand how much we needed to invest in a new technology before approaching partners to work together in commercialization. We always wanted to get a partner sooner rather than later, in order to share risk and learn more quickly. However, we learned the difficult lesson that unless we could clearly articulate the maturity level and value proposition for a new technology within the context ...
10 May 2012 | Editor
When we set out to celebrate our 10th “birthday” since being incorporated in 2002 as an independent company, we wondered, what was the best way to share some of our insights and experiences in the journey from “Xerox PARC” to “Palo Alto Research Center” to “PARC, a Xerox company”? Given this new milestone, we felt the focus should be on the business models, the theoretical expertise, and commercialization stories – the process behind the outcomes. So our Power of 10 half-day conference and celebration on April 26 featured experts sharing their theoretical and research insights on open innovation and disruptive innovation, followed by practical experiences from some of our clients... Today the innovation landscape moves faster than ever, and there are many more players, each with an important role.
13 May 2011 | Editor
On the surface, Malcolm Gladwell’s latest article for The New Yorker, "Creation Myth: Xerox PARC, Apple, and the truth about innovation", is a story about the mouse and how inventions travel – and evolve – across time and place. But examined more deeply, the article is really about the factors that determine whether you end up with an invention or an innovation. The story of PARC – and for that matter, any other innovative company – is indeed a mix of hopeful inventions, world-changing innovations, and missed opportunities, as Gladwell observes. But there's more – in contrast to his thesis that there’s a clean split between invention and innovation, and that companies are structurally limited in their innovation opportunities – we believe that there is now a framework that allows companies to innovate beyond their comfort zones and existing infrastructures. It's called open innovation.
19 April 2011 | Bo Begole
There’s a big gap in publications about technology business. There are technical books that explain the low-level details of technologies, how they work, and how to piece them together. There are vision books that describe how the world will change dramatically and inspire us to think beyond what we see today. Then there are business books that explain how to manage and operate technology companies. While such books provide comprehensive and complete explorations within their genre, they tend to gloss over the important aspects of the other genres. Technical books leave business readers wondering why a capability matters, business books lack technical novelty, and vision books leave us all wondering, “Um…okay. Now what?” With Ubiquitous Computing for Business, I try to bridge these gaps by describing a set of innovation case studies around ubiquitous computing and the business implications thereof...
19 April 2011 | Peggy Szymanski
"Murky" can describe problems in organizations where you see the cloudy fog obscuring what you’re trying to get at, but you don’t know what’s behind it. "Wicked" can describe problems in organizations that are too tangled to tease apart, politically loaded, or just plain difficult. Whether you want to tactically address an acute process problem in a specific department, or strategically transform the way an entire company fundamentally operates, learns new practices, or engages at the critical "customer front", ethnography-based work practice study is a powerful tool for making work visible...
20 December 2010 | Editor
[contributed article to UXMag] Because ethnography provides a complete, nuanced, and valid picture of people’s practices, processes, and product use in context, it’s a powerful tool that can provide actionable insight and reduce corporate R&D risk. The pioneering use of social scientists in technology corporations -- often referred to as corporate ethnography -- has largely been attributed to, well, us. But this isn't intended to be a who-begat-whom post. We're just trying to set the record straight on the popular tale of ethnography at PARC, because the way the story unfolds reveals how powerful a tool it can be...
21 October 2010 | Editor
[e-newsletter archive ~September-October 2010] celebrating 40 years
5 October 2010 | Editor
[various guest contributors] "The best way to predict the future is to invent it." PARC researcher Alan Kay is widely attributed as having said this here. However, we don’t know this for sure; as Bob Metcalfe aptly shared with us recently (and he was quoting Alan Kay who in turn was quoting Robert Heinlein) – good stories are rarely true. But we're not trying to share a story with you here... what we want to share is a glimpse into what PARC alumni, employees, and invited friends of PARC predicted that we as a company would (or should) be working on in the future… the next 40 years. There’s also a separate 4-minute video with luminaries sharing their predictions with us in person. Because why can’t the best way to invent the future be to predict it??
21 September 2010 | Bo Begole
It's ironic that following the invention of the Personal Computer workstation and laptop computers at PARC, researchers would then turn toward making the computer disappear. To most people at the time, having a single “personal” computer was a dream, but Mark Weiser and many others envisioned that we’d soon all have more than just one personal computer in our lives... Today, context awareness isn't about devices and location - it's about people getting things done.
27 April 2010 | Victoria Bellotti
All of us have encountered a lot of confusion and misconceptions about ethnography, especially relative to the many methods that can be used to inform technology design. In my first post here, I’d really rather respond to the obvious and eminently reasonable question I often hear in my work as a researcher in the field of user-centered technology innovation: “What’s it good for, in my business?” In today’s hard-nosed and often economically trying times, ethnography can be seen as a tactical weapon enabling companies to gather new insights and thus gain advantage over their competition. Ethnographers’ data collection and analysis methods have therefore been condensed, recombined, adapted – both systematically and as-needed – to meet these business demands.
augmented reality big data business models cloud computing contextual intelligence DARPA disruptive innovation electric vehicles ethnography future of maufacturing government ideation and beyond information overload intellectual property intelligent automation location-based long tail malware manufacturing MVP (minimum viable product) open innovation PARC Forum portfolio management printed electronics reading list real options recommendation systems social search startups Steve Jobs twitter Wikipedia Xerox
enter email to choose newsletters: