After Henry Chesbrough illuminated the failings of the closed corporate innovation paradigm and triggered the Open Innovation (OI) Revolution, much literature has been produced, while trial and error approaches implemented by a staggering array of corporations in pursuit of breakthrough or disruptive innovation have failed. The central idea behind Open Innovation is that, in a world of widely distributed knowledge, companies cannot afford to rely entirely on their own research, but should instead buy or license processes or inventions from outside sources. Crowdsourcing was become a well tried OI method to obtain needed innovative technology by soliciting contributions from the online community. This requires a tightly defined specification from the soliciting corporation as to what specific function the technology innovation needs to serve. Corporate OI department have been formed to serve internal R&D Staffs to satisfy Business Unit requirements. However the innovation logjam is still perceived as a major problem among corporations. Perhaps the OI approach to reach external technologies was only the first step. Much innovation at the front end of product development is iterative, tight specifications inhibit innovation rather than enable a predefined internal business goal by limiting necessary discovery to reposition potentially valuable external technology for maximum. Further evolution of the OI model seems certain.