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Seizing the White Space: Business Model Innovation for Growth and Renewal Hardcover


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Product Details

  • Hardcover: 240 pages
  • Publisher: Harvard Business Press (February 22, 2010)
  • Language: English
  • ISBN-10: 1422124819
  • ISBN-13: 978-1422124819
  • Product Dimensions: 9.2 x 6.2 x 1 inches
  • Shipping Weight: 15.5 ounces (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (26 customer reviews)
  • Amazon Best Sellers Rank: #59,517 in Books (See Top 100 in Books)

Editorial Reviews

Review

"Seizing the White Space provides top executives and innovation leaders with a comprehensive but user-friendly approach to making new-value creation a consistent, repeatable process." – A.G. Lafley, former Chairman and CEO, P&G (added by author)

"Can a young company make the Fortune 500 list? Business model innovation is now the most proven route, and Seizing the White Space is the bible on how your firm can do it." – Scott Cook, Founder & Chairman, Intuit (added by author)

“It’s not enough to create new products or services—your organization must be ready to imagine and implement new business models to fully exploit many of them. Johnson has come up with a truly practical process for doing just that—taking the fear out of venturing into the unknown and opening up new territories of opportunity.” – J.W. Marriott, Jr. , Chairman and CEO, Marriott International

About the Author

Mark Johnson is cofounder and Chairman of Innosight, a strategic innovation consulting and investing company with offices in Massachusetts, Singapore, and India. He has consulted to Global 1000 and start-up companies in a wide range of industries.

More About the Author

Mark Johnson is chairman of Innosight, a strategic innovation consulting and investing company with offices in Massachusetts, Singapore, and India, which he cofounded with Harvard Business School professor Clayton M. Christensen. He has consulted to Global 1000 and start-up companies in a wide range of industries--including health care, aerospace/defense, enterprise IT, energy, automotive, and consumer packaged goods--and has advised Singapore's government on innovation and entrepreneurship.

Mark's most recent work has focused on helping companies envision and create new growth, manage transformation, and achieve renewal through business model innovation. This work is the subject of the McKinsey award-winning Harvard Business Review article, "Reinventing Your Business Model," coauthored by Clayton Christensen and Henning Kagermann. Mark also coauthored The Innovator's Guide to Growth (Harvard Business Press, 2008), recently coauthored "How to Jump-Start the Clean-Tech Economy" (Harvard Business Review, 2009), and has published articles in the Sloan Management Review, Forbes.com, BusinessWeek Online, Advertising Age, and National Defense.

Prior to cofounding Innosight, Mark was a consultant at Booz Allen Hamilton, where he advised clients on managing innovation and implementing comprehensive change programs. Before that, he served as a nuclear power-trained surface warfare officer in the U. S. Navy.

Mark received an MBA from Harvard Business School, a master's degree in civil engineering and engineering mechanics from Columbia University, and a bachelor's degree with distinction in aerospace engineering from the United States Naval Academy. He currently serves on the board of the U.S. Naval Institute.

Mark, his wife, Jane Clayson Johnson, and their children live in Belmont, Massachusetts.

Customer Reviews

4.8 out of 5 stars
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The book is very useful and clear.
Wing C. Lau
The book is squarely focused on showing companies how to build new businesses in area that are outside their current business models.
Todd Sattersten
Incumbents serve existing customers very well, having defined their Core Operating Space and business model.
B.Sudhakar Shenoy

Most Helpful Customer Reviews

40 of 42 people found the following review helpful By Todd Sattersten on April 26, 2010
Format: Hardcover
Not much gets written about business models. I don't know if it isn't sexy enough or it somehow gets bucketed into the sleepfest of most strategy books. The only book I can think of, in recent years, to broach the subject was the self-published Business Model Generation by Alexander Osterwalder and Yves Pigneur.

Seizing the White Space: Business Model Innovation For Growth and Renewal is a fine exception. Author Mark Johnson co-founded Innosight with author and HBR professor Clay Christensen, and while Christensen has been publishing niche extensions on disrupting education and health care, this book is a wonderful addition to the broader ideas of Innovator's Dilemma and Innovator's Solution. Both of the latter books were incredibly important in explaining how companies lose edge in the marketplace and are often blindsided by innovation, but there were some barriers to understanding exactly how to apply the concepts. Johnson does a great job of taking that next step in Seizing The White Space.

The book is squarely focused on showing companies how to build new businesses in area that are outside their current business models. This could be through replacing an existing business, building new models where there are barriers to consumption, or by filling gaps in the market. The final section delivers roadmap on how to go about the redesign and implementation of your new business model. Cases include Tata Motors and Hindustan Levr (India), Xiameter that grew out of Dow Corning, and Better Place, the Israeli start-up trying to change the automotive business model with electric cars.

Seizing The White Space is surprisingly short at 150 pages which makes the book very accessible. The language and concepts also match that accessibility. The book is worth a quick look, a reminder of the unconscious parts of strategy that you too often take for granted.
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35 of 38 people found the following review helpful By ARMAN KIRIM, PhD on April 23, 2010
Format: Hardcover
This is one of the most enjoyable business boks I have ever read. I am a devout student of strategy & innovation and hence have read quite extensively on those subjects. But when it comes to the question of business models, even Adrian Slywotzky, who may be considered as the real father of the concept of business models, is not as clear in handling the concept as Mark Johnson. Johnson's definition of the concept, and especially his breaking it down to four elements (he calls them boxes) is brilliant. Sure, Slywotzky's business model definition also has four elements but here the boxes make the handling of the concept terribly simple and managable. In short, the definition of this rather hard-to-grab concept is excellent.

Johnson's next move in the book is to show how a new business model can be designed on the basis of his four-box formula. He starts with the first step of defining a new customer value proposition (CVP). After this, he moves backwards to work out the 'processes' that need to be created or improved so as to fulfill this new CVP as well as singling out the `resource requirements' in the organization. From there onwards he shows how to work out the `profit model' for the newly generated business model. Hence, once all those four boxes have been filled `democratically' (with participation from managers at all levels of the company) and carefully, the company is now ready to implement the new strategy.

At this point comes the other strength of the book whereby it does not leave the subject at the point of strategy formulation. Instead, it moves to explain even the knittty gritty details of implementation/execution. Here also Johnson is very good and drives on deep experience.

The book is full of enlightening case examples.
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80 of 93 people found the following review helpful By Anders Sundelin on March 7, 2010
Format: Hardcover
The book is a rather quick read and primarily for people who have not read Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alex Osterwalder, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant by W. Chan Kim and Renée Mauborgne, and Clayton M. Christensen's The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business.

For people who have followed the development of the business model concept, and read case studies such as Southwest Airlines, Hilti, Xerox, Kodak, DEC, FedEx, and Tata, this book is a bit of a disappointment. I looked forward to reading this book and wanted it to be a 5 star experience, but after reading it I have more questions about the author and the writing of the book, than about any new content or ideas.

The book in three bullet points:

* It presents the concept "White Space" defined as an area where new or existing customers are served in fundamentally different ways and there is a poor fit with the current (incumbent) organization; "The range of potential activities not defined or addressed by the company's current business model".
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