According to the United Nations Sustainable Development Goal No. 3 (SDG-Goal 3), for sustainable development it is imperative to ensure health and well-being across all ages, and is achievable only through effective and continuous healthcare monitoring. But in India and other third world countries, healthcare monitoring is poor compared to other countries in the world, in spite of it being affordable. The global healthcare smart wearable healthcare (SWH) devices market is expected to rise up at a CAGR (Compound Annual Growth Rate) of 5.6% and by 2020 it is expected to reach 25 Billion (GVR Report, 2016). The growing incidences of lifestyle diseases, sedentary lifestyle, busy work schedules, technological advancements in healthcare monitoring devices, and increased usage of remote devicesseems to be some of the important factors fuelling this growth.

Socioeconomic trends (such as makers, crowdsourcing, sharing economy, gamification) as well as technological trends (such as cloud computing, 3D printing technology, application, big data, TV on demand and the Internet of things) are changing the scenario and creating new opportunities, new businesses and, as a result, new players. The high level of uncertainty caused by the fast speed of innovation technology along with an enormous amount of information difficult to analyse and exploit are characterizing the current framework. On the other hand, businesses such as Netflix -with its 44,000 users and a long tail business model -show a new service based on TV on demand where innovation starts from the convergence between two different industries (TV and the Internet) and spreads on the need of new users. Quirky, with its innovative open business model, is manufacturing new products designed and developed by the community and finally produced with the use of 3D printing technology. While Google in a multi-sided model are giving their new glasses to different developers who build their own application on them, Kickstarter finds its business funders in the crowd, and pays them back with its future products, according to what the organization needs. Another element that adds complexity to the previous framework is the new customer. He or she is showing a social attitude in favour of transparency, openness, collaboration, and sharing. Every second more than 600 tweets are posted on Twitter and around 700 status updates are posted on Facebook. At the same time, people are receiving text messages, e-mails and skype or phone calls and simultaneously consuming TV, *Corresponding author: Paola Pisano, Computer Science Department, University of Torino, C.so Svizzera 185, Torino 10149, Italy, E-mail: pisano@di.unito.it Marco Pironti, Computer Science Department, University of Torino, C.so Svizzera 185, Torino 10149, Italy, E-mail: pironti@di.unito.it Alison Rieple, Westminster Business School, Westminster University, London, UK, E-mail: A.Rieple@westminster.ac.uk Entrep. Res. J. 2015; 5(3): 181-199 Unauthenticated Download Date | 7/1/15 12:34 PM radio and print media. In this scenario characterized by trends where employees, funders, customers and partners do not play a stable role but work together with a sort of "platform organization" to create a product or service completely customized for different market niches, how can an organization set up an innovative business model in a defined trend? Is it possible to identify a sort of framework, able to inspire new business models, with an examination of trends? In this article we will use a mix of different approaches to inspire new business model.

Technology does not have intrinsic value: obtaining competitive advantage from it and transforming it into profits requires a business model based on the application of competencies and dynamic capabilities, and the ability to select and apply appropriate resources. Innovative 3-D printing technology appears to be dependent on a new business model based on the ability to structure and integrate creative inputs, crowdsourcing processes, and market distribution networks. This new business model is being used by design enterprises that employ 3-D printing technology in order to enrich their service portfolio or to inaugurate completely new business lines. This paper analyzes how the use of new 3-D printing technology in design enterprises is coupled with proper business model components. Through a qualitative analysis of three cases - Quirky, i.materialise and Fab-Lab - the authors develop four propositions on a number of factors that contribute to business model effectiveness in design ventures using 3-D printing technology

Purpose-This research aims to satisfy a clear gap in the main field of Open innovation research whereabouts a very little scholarship try to analyse the mechanisms of Innovative milieu down smart cities environments by applying through innovative projects that seem to support efficiently the entry of private firms and citizens in public collaborations. Design/methodology/approach-The research performed an exploratory and qualitative evaluation based on the case study method built on the evaluation of organizational behaviour and urban boosting innovation through Smart City initiatives. In doing so, after a literature review in smart city as well in lean methodology fields, the case of Turin Smart City follows. Findings-As acknowledged by international literature, the paper shows how a lean approach enables local government to define and realize smart projects and initiatives in a faster and more effective way. Particularly, the government in one of the main cities in Italy, id est Turin combines a lean methodology with the job to be done approach, according a new concept of smart initiatives involving a start-up mentality for the lead users which enables interesting predictions relating the human aspects of open collaborations. Research limitations/implications-The specificity of this inquiry highlights valuable insights from double-gate Smart Cities' innovation, social and urban as well. The research is largely interpretative and exploratory and while this provides a solid scientific foundation for further research it does not, itself, subject any hypothesis to statistical testing and validation. Originality/value-Since the city approached the smart city subject in a lean way, it was able to realize some projects in a faster way. Through specific initiatives, the city acquires the ability to involve more and better all its stakeholders such as citizens, companies, and public employees, among others. In this regard, the paper invigorates managerial debates concerning the urban and social aspects of open innovation ecosystems which represents in our minds a superior level of open innovation, testbeds of positive knowledge and stimulus of knowledge dissemination process around the city.

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