STRATEGIC ARCHITECT | FOUNDING EXECUTIVE DIRECTOR · UC BERKELEY OPEN INNOVATION LABS
Working directly with pioneers of strategic management at UC Berkeley, I connect Dynamic Capabilities, Open Innovation, and innovation as a learning process. I architected the Berkeley Taking Care of Business (TCB) Model—and provide consulting to help firms apply it to strategy, ecosystems, and execution.
Connected steps in the TCB model
Pioneering frameworks integrated
Open Innovation experts recruited
Years leading the Open Innovation Labs
The People
At UC Berkeley Open Innovation Labs, I work directly with David Teece, Henry Chesbrough, and Sara Beckman—the pioneers behind the three foundations of the TCB model.
Founding Chair, Product Management
Pioneer of Innovation as a Learning Process
Founding Director, UC Berkeley Executive Product Management
“Few people I have worked with combine curiosity, energy, and follow-through the way Almog does.”
Founding Chair, Open Innovation
The Father of Open Innovation
World's Top 2% Scientists
“Almog has blossomed into a creative, thoughtful, and productive Open Innovation expert.”
Founding Chair, Dynamic Capabilities
Pioneer of Dynamic Capabilities
World's #1 Cited Business & Management Professor
“Thrilled to see the launch of the Dynamic Capabilities Program at Open Innovation Labs, UC Berkeley, under the talented leadership of Almog...”
My core framework · November 2026
I architected the Berkeley TCB Model to connect three pioneering frameworks into one practical thinking system—from strategic direction to ecosystem choices, execution, and continuous renewal.
Teece. Chesbrough. Beckman. Three foundations, ten connected steps. The model integrates their established work; it does not claim to extend the underlying theories.
The economic operating system
Sense opportunities, seize them with the right resources, and transform the firm to sustain competitive advantage.
The ecosystem strategy
Connect inside-out and outside-in knowledge flows. Decide what to make, buy, or partner on—and how to create and capture value.
The execution engine
Observe and notice, frame and reframe, imagine and design, then make and experiment. Turn questions into learning and action.
Define the purpose, core business, and value your firm seeks to create.
Align money, people, and time with how the firm creates and captures value.
Turn internal and external signals into validated, prioritized opportunities.
Choose how to access the assets and knowledge each opportunity needs.
Mobilize resources and design value creation, distribution, and capture.
Launch, measure KPIs, and connect management decisions with customer experience.
Identify gaps and reconfigure the organization around what you learn.
Put tacit knowledge, documented expertise, and intellectual property to work.
Plan future value creation and capture with your broader ecosystem.
Keep adapting to market shifts, customer needs, and emerging technologies.
Consulting for firms
I work directly with firms to apply the Berkeley TCB Model to their strategic challenges—connecting capabilities, ecosystem strategy, and execution rather than treating them as separate initiatives.
Clarify your direction, surface market signals, and map gaps in the capabilities your strategy needs.
Work through make/buy/partner decisions, business models, and approaches to knowledge and IP value capture.
Connect experimentation, KPIs, and a long-term roadmap so your team can learn, adapt, and act.
The Network
Strategy comes to life through people and partnerships. I founded and lead the Open Innovation Advisory Board, bringing together 60+ experts from industry and academia for monthly conversations. The organizations below are represented in this network—not a list of TCB consulting clients.
The Work
The foundation behind my strategic architecture practice: building teams, connecting disciplines, and translating research into real-world work at UC Berkeley.
Live projects
Turned a single innovation project into the Open Innovation Squad, which later became the Open Innovation Labs at UC Berkeley — now running 15+ projects with 70+ students and dozens of firms, helping firms apply, manage, and measure Open Innovation while students gain real-world practical experience.
Global experts
Started the Open Innovation Advisory Board — 60+ of the top Open Innovation experts from industry and academia — gathering each month to discuss the field's hardest challenges.
Berkeley programs
Collaborated and exchanged knowledge with dozens of UC Berkeley programs and schools. The more we see, the less we know.
Disciplines, one program
Created a custom training for our students covering Open Innovation, Product Management, Intellectual Property, and Negotiation.
PhD courses · conferences · field visits
Participated in Open Innovation PhD courses, attended Open Innovation conferences, and visited Open Innovation teams around the world.
Featured framework · Almog Goldstein · November 2026
My paper brings Teece’s Dynamic Capabilities, Chesbrough’s Open Innovation, and Beckman’s learning process into a ten-step thinking system for professionals navigating strategic change.
Read the paperA look at how the OI Labs helps firms reconfigure internal routines to foster a culture of "strategic openness" in the age of generative AI.
A practical research piece on how firms structure internal practices to actually capture strategic value from Open Innovation — not just run programs that look good on a slide.
Roles
Education
Bring me your firm's strategic challenge. For consulting to apply the Berkeley TCB Model, strategic advisory, research collaboration, or speaking—reach out directly.
Gallery
On stage, on campus, and working alongside the people shaping strategy and innovation at Berkeley and beyond.
