Belmont, Massachusetts, United States
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Mark W. Johnson is a business advisor with over 20 years experience helping companies to…

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Publications

  • Reinvent Your Business Model: How to Seize the White Space for Transformative Growth

    Harvard Business Review Press

    No longer just the domain of disruptive startups, business model innovation has taken its place at the top of the corporate growth agenda. Shrinking S&P 500 lifespans, digital disruption, and pressure on once-reliable business models mean that it’s no longer enough to roll out better products and services. As the success of Amazon, Netflix, and others show, the future belongs to the serial business model innovators.

    Reinvent Your Business Model shows the way to get there. It dispels the…

    No longer just the domain of disruptive startups, business model innovation has taken its place at the top of the corporate growth agenda. Shrinking S&P 500 lifespans, digital disruption, and pressure on once-reliable business models mean that it’s no longer enough to roll out better products and services. As the success of Amazon, Netflix, and others show, the future belongs to the serial business model innovators.

    Reinvent Your Business Model shows the way to get there. It dispels the common misconceptions about what a business model is and isn’t – and provides a practical framework for how one really works. Successful incumbents face unique challenges in creating the new – as the very capabilities that make them successful actively inhibit exploration and innovation. So how do you overcome the organizational and cultural obstacles to build a structured process for creating, incubating and scaling new models into a profitable enterprise? How do you craft distinctive new ways to deliver value and capture profits that enable you to seize the digital opportunity and reach new customers?

    Reinvent Your Business Model will equip a new generation of innovators with the insights and the tools that they need to develop a repeatable business model innovation capability and seize the white spaces where the greatest growth opportunities lie.

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  • Dual Transformation: How to Reposition Today’s Business While Creating the Future

    Harvard Business Review Press

    Game-changing disruptions will likely unfold on your watch. Be ready. In "Dual Transformation," Scott Anthony, Clark Gilbert, and Mark Johnson propose a practical and sustainable approach to one of the greatest challenges facing leaders today: transforming your business in the face of imminent disruption.

    Building on lessons from diverse companies, such as Adobe, Manila Water, and Netflix, and a case study from Gilbert's firsthand experience transforming his own media and publishing…

    Game-changing disruptions will likely unfold on your watch. Be ready. In "Dual Transformation," Scott Anthony, Clark Gilbert, and Mark Johnson propose a practical and sustainable approach to one of the greatest challenges facing leaders today: transforming your business in the face of imminent disruption.

    Building on lessons from diverse companies, such as Adobe, Manila Water, and Netflix, and a case study from Gilbert's firsthand experience transforming his own media and publishing company, "Dual Transformation" will guide executives through the journey of creating the next version of themselves, allowing them to own the future rather than be disrupted by it.

    Other authors
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  • New Business Models in Emerging Markets

    Harvard Business Review

    Many Western multinationals expect to find most of their future growth in emerging economies. But they have frequently struggled to exploit the opportunity, relentlessly cutting costs and accepting profit margins close to zero. The problem, say the authors, who are all with the innovation consultancy Innosight, is not that these companies can't create viable offerings but that simply transplanting their domestic business models to the new markets won't work. They must devise fundamentally new…

    Many Western multinationals expect to find most of their future growth in emerging economies. But they have frequently struggled to exploit the opportunity, relentlessly cutting costs and accepting profit margins close to zero. The problem, say the authors, who are all with the innovation consultancy Innosight, is not that these companies can't create viable offerings but that simply transplanting their domestic business models to the new markets won't work. They must devise fundamentally new models—by identifying an important unmet job consumers need to do; performing that job profitably at a price the customer will pay; and carefully implementing and evolving the model by constantly testing assumptions and making adjustments. Drawing on their experience investing in, incubating, and consulting for companies that have created 20 new business models in developing markets, the authors describe the vast potential demand represented by the "middle market" in emerging economies—the millions of people who have the desire and wherewithal to pay for goods and services, from refrigeration to clothes washing to money transfers, that will help them do the "jobs" no current offering adequately can.

    Other authors
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  • Seizing the White Space: Business Model Innovation For Growth And Renewal

    Harvard Business Press

    Business model innovation is the key to unlocking transformational growth--but few executives know how to apply it to their businesses. In "Seizing the White Space," Mark Johnson gives them the playbook. Leaving the rhetoric to others, Johnson lays out an eminently practical framework that identifies the four fundamental building blocks that make business models work. In a series of in-depth case studies, he goes on to vividly illustrate how companies are using innovative business models to…

    Business model innovation is the key to unlocking transformational growth--but few executives know how to apply it to their businesses. In "Seizing the White Space," Mark Johnson gives them the playbook. Leaving the rhetoric to others, Johnson lays out an eminently practical framework that identifies the four fundamental building blocks that make business models work. In a series of in-depth case studies, he goes on to vividly illustrate how companies are using innovative business models to seize their white space and achieve transformational growth by fulfilling unmet customer needs in their current markets; serving entirely new customers and creating new markets; and responding to tectonic shifts in market demand, government policy, and technologies that affect entire industries. He then lays out a structured process for designing a new model and developing it into a profitable and thriving enterprise, while investigating the vexing and sometimes paradoxical managerial challenges that have commonly thwarted so many companies in their unguided forays into the unknown. Business model innovators have reshaped entire sectors--including retail, aviation, and media—and redistributed billions of dollars of value. With road-tested frameworks, analytics, and diagnostics, this book gives executives everything they need to reshape their businesses and achieve transformative growth.

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  • How to Jump-Start the Clean-Tech Economy

    Harvard Business Review

    Billions of dollars worldwide are pumped into the search for clean technology and renewable energy. So far, however, most investment has been in companies that are using conventional business models to fit new technologies into existing systems. A far better approach, say Johnson and Suskewicz, is to create whole new systems. The authors propose a framework for thinking about clean tech that consists of four interdependent components: an enabling technology, an innovative business model, a…

    Billions of dollars worldwide are pumped into the search for clean technology and renewable energy. So far, however, most investment has been in companies that are using conventional business models to fit new technologies into existing systems. A far better approach, say Johnson and Suskewicz, is to create whole new systems. The authors propose a framework for thinking about clean tech that consists of four interdependent components: an enabling technology, an innovative business model, a careful market-adoption strategy, and a favorable government policy. Two recent experiments show how this framework can be applied: Better Place, founded by the software executive Shai Agassi, has a network of battery-recharging and -switching stations to support its electric cars and a business model based on selling electricity (miles) rather than vehicles. It has a foothold market in Israel, where gas-powered cars are taxed far higher than electric ones. Masdar City, now under construction in Abu Dhabi, will be a carbon-neutral incubator of clean technologies, supported by the investment, manufacturing, strategy, and academic units of a government initiative. The city is itself a foothold market and will benefit from government subsidies, "free zone" status, and favorable regulations. Both enterprises provide hope for supplanting the oilbased economy.

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  • Reinventing Your Business Model

    Harvard Business Review

    Why is it so difficult for established companies to pull off the new growth that business model innovation can bring? Here's why: They don't understand their current business model well enough to know if it would suit a new opportunity or hinder it, and they don't know how to build a new model when they need it. Drawing on their vast knowledge of disruptive innovation and experience in helping established companies capture game-changing opportunities, consultant Johnson, Harvard Business School…

    Why is it so difficult for established companies to pull off the new growth that business model innovation can bring? Here's why: They don't understand their current business model well enough to know if it would suit a new opportunity or hinder it, and they don't know how to build a new model when they need it. Drawing on their vast knowledge of disruptive innovation and experience in helping established companies capture game-changing opportunities, consultant Johnson, Harvard Business School professor Christensen, and SAP co-CEO Kagermann set out the tools that executives need to do both. Successful companies already operate according to a business model that can be broken down into four elements: a customer value proposition that fulfills an important job for the customer in a better way than anything competitors offer; a profit formula that lays out how the company makes money delivering the value proposition; and the key resources and key processes needed to deliver that proposition. Game-changing opportunities deliver radically new customer value propositions: They fulfill a job to be done in a dramatically better way (as P&G did with its Swiffer mops), solve a problem that's never been solved before (as Apple did with its iPod and iTunes electronic entertainment delivery system), or serve an entirely unaddressed customer base (as Tata Motors is doing with its Nano—the $2,500 car aimed at Indian families who can't afford any other type of car and usually use motorcycles to get around). Doing so doesn't always require a new business model, but a new model is called for under certain conditions. It is often needed to leverage a new technology (as in Apple's case); is generally required when the opportunity addresses an entirely new group of customers (as with the Nano); and is surely in order when an established company needs to fend off a successful disruptor (as the Nano's competitors will now need to do).

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  • The Innovator's Guide to Growth

    Harvard Business Review Press

    More than a decade ago, Clayton Christensen's breakthrough book The Innovator's Dilemma illustrated how disruptive innovations drive industry transformation and market creation. Christensen's research demonstrated how growth-seeking incumbents must develop the capability to deflect disruptive attacks and seize disruptive opportunities.

    In The Innovator's Guide to Growth, Scott Anthony, Mark Johnson, Joseph Sinfield, and Elizabeth Altman take the subject to the next level: implementation.…

    More than a decade ago, Clayton Christensen's breakthrough book The Innovator's Dilemma illustrated how disruptive innovations drive industry transformation and market creation. Christensen's research demonstrated how growth-seeking incumbents must develop the capability to deflect disruptive attacks and seize disruptive opportunities.

    In The Innovator's Guide to Growth, Scott Anthony, Mark Johnson, Joseph Sinfield, and Elizabeth Altman take the subject to the next level: implementation. The authors explain how to create this crucial capability for unlocking disruption's transformational power.

    With a foreword by Christensen, this book provides a set of market-proven tools and approaches to innovation that have been honed through fieldwork with innovative companies like Procter & Gamble, Johnson & Johnson, Pepsi, Intel, Motorola, SAP, and Cisco Systems. The book shows you how to:

    - Follow a market-proven process so your company can reliably create blockbuster businesses
    - Create structures, systems, and metrics so the disruptive innovations that will power your firm's future growth receive the funding and personnel needed to succeed
    - Create a common language of disruptive innovation so managers can reach consensus around counterintuitive courses of action

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