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The creation of a blue ocean market should not be confused with technological innovation. Technological innovation is certainly a factor in the development of markets, but it is not necessarily the central determinant of the appearance of a new market. It is easy to find many examples of companies that have created new markets without technological innovation being the driving force:

 – Starbucks, for example, corresponds only to a new use;

 – Uber is technologically only a mobile application.

The companies that manage to go into a blue ocean are those that are successful in creating value by innovating. This value creation can come from a simplification of something that already exists, from a gain in time, productivity, pleasure, meaning, etc. In any case, technological innovation is only one way to open a market.

Open innovation is an innovation management technique theorized in the early 2000s by Henry Chesbrough, a research professor at the University of Berkley. He did not invent this approach, but grouped under the name “open innovation” practices that he saw emerging in more and more companies. This is a mode of organization in which people outside the R&D department and possibly outside the company take part directly in the innovation process. This type of approach can be in tension with the widespread culture of secrecy in the field of innovation, since each company wants to avoid its competitors being able to anticipate or copy the innovations it is going to produce. Practicing open innovation therefore requires dealing with intellectual property issues upstream and with rigor.