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One of the greatest challenges facing leaders today is managing the balance between core innovation capabilities and creating (and disrupting) new markets. Too often, companies are either too timid and complacent, focusing on their own successful business models while ignoring the next big transformation, or they risk their own strengths pursuing change for its own sake. Mark Johnson, a senior partner at innovation and strategy consulting firm Innosight, says that recent news about companies simply burning through money chasing dubious new ideas shows the importance of understanding the limits of and proper framework for innovation. A leading expert on how companies can create new markets, adapt their business models to the digital world, and make sure they remain the best at what they currently do, Johnson guides leaders to make a leap forward while remaining grounded in their core strengths.
Johnson draws on a long history of advising the most successful and well-known companies, both the traditional and the restlessly innovative. His speaking and advisory work focus on helping business leaders develop multi-pronged innovation plans that enable companies to break into new markets at the margins while simultaneously reinforcing their profitable core. He draws on his research on companies like Ford (as he highlighted in his Harvard Business Review article) to show firms how to pursue innovation without imperiling their existing cash flow. Johnson’s book “Dual Transformation: How to Reposition Today’s Business While Creating the Future” (Harvard Business Review Press, April 2017) is focused on the challenges of navigating this balance. In an, updated version of “Dual Transformation,” Johnson will focus on the specific threats (and opportunities) of digital disruption to various industries, and how companies can construct a winning, profitable innovation approach.
Prior to co-founding Innosight, Johnson was a consultant at top-tier consulting firm Booz Allen Hamilton, where he advised clients on managing and implementing wide-ranging, transformative projects that upended their existing business models and burst into new markets, capitalizing on opportunities to innovate and expand. Johnson’s battle-ready gusto in the service of global companies is rooted in his time serving as a nuclear power–trained surface warfare officer in the U. S. Navy, a career he led before entering the world of business consulting.
Johnson received a master’s of business administration from Harvard Business School, a master’s in civil engineering and engineering mechanics from Columbia University, and a bachelor’s degree with distinction in aerospace engineering from the U.S. Naval Academy.
Johnson draws on a long history of advising the most successful and well-known companies, both the traditional and the restlessly innovative. His speaking and advisory work focus on helping business leaders develop multi-pronged innovation plans that enable companies to break into new markets at the margins while simultaneously reinforcing their profitable core. He draws on his research on companies like Ford (as he highlighted in his Harvard Business Review article) to show firms how to pursue innovation without imperiling their existing cash flow. Johnson’s book “Dual Transformation: How to Reposition Today’s Business While Creating the Future” (Harvard Business Review Press, April 2017) is focused on the challenges of navigating this balance. In an, updated version of “Dual Transformation,” Johnson will focus on the specific threats (and opportunities) of digital disruption to various industries, and how companies can construct a winning, profitable innovation approach.
Prior to co-founding Innosight, Johnson was a consultant at top-tier consulting firm Booz Allen Hamilton, where he advised clients on managing and implementing wide-ranging, transformative projects that upended their existing business models and burst into new markets, capitalizing on opportunities to innovate and expand. Johnson’s battle-ready gusto in the service of global companies is rooted in his time serving as a nuclear power–trained surface warfare officer in the U. S. Navy, a career he led before entering the world of business consulting.
Johnson received a master’s of business administration from Harvard Business School, a master’s in civil engineering and engineering mechanics from Columbia University, and a bachelor’s degree with distinction in aerospace engineering from the U.S. Naval Academy.
How to Reinvent Your Business Model and Unlock Transformational Growth
Once upon a time, new business models were considered the domain of startups. No longer. Digital disruption and shrinking business model lifespans mean that incumbents can – and must – be built to transform: Apple, Amazon, Netflix and others show how it’s done. But as these transformers prove, a new technology alone is not enough to propel a business to new growth. The business model that accompanies it is critical to its success or failure. In this presentation, Mark Johnson explores how organizations in any industry can build a repeatable business model capability by relentlessly focusing on unmet customer needs, keeping the influence of the core model in check to give new models a chance, and responding quickly to and leveraging new technologies, market shifts and platforms. What’s more, Johnson addresses what is perhaps the most important element to unlocking transformational growth: building in the likelihood of failure – and performing quick experiments in the market to refine the model.
Dual Transformation: How to Reposition Today’s Business While Creating the Future
Disruptive change is accelerating. It will cause half of the S&P 500 roster to fall off that list over the next decade. Mark W. Johnson shows how disruption can be converted from a looming threat into your next great growth opportunity. Based on insights in his new book, Johnson explores the power of the two-track “dual transformation” to A) fortify your core business today while B) creating your company’s growth engine of tomorrow. Connecting these two efforts: the distinctive and hard-to-replicate capabilities that make your company great. Johnson also reveals the characteristics that transformative leaders must embrace: courage, clarity, curiosity, and conviction. Building on lessons learned in his experience with a diverse array of companies, from Johnson & Johnson to Ford Motor Co., Mark helps guide executives through the journey of creating the next version of themselves, enabling them to own the future rather than be disrupted by it.
The Imperative of Long-Term Innovation
Long-term innovations – think Nestle’s Nespresso or Apple’s iTunes and “digital hub” devices – can take 10 years or longer to achieve lift off. But when they do, their ability to create and transform markets and propel companies to greatness is powerful. So why is long-term innovation so hard to do? Mark Johnson breaks down the impediments – from unconscious human biases to management systems that favor maintaining the status quo – and describes how a system built on “long-view leadership” and an agile, test and learn approach to launching new initiatives can enable the kind of innovation that changes markets and lives.
Once upon a time, new business models were considered the domain of startups. No longer. Digital disruption and shrinking business model lifespans mean that incumbents can – and must – be built to transform: Apple, Amazon, Netflix and others show how it’s done. But as these transformers prove, a new technology alone is not enough to propel a business to new growth. The business model that accompanies it is critical to its success or failure. In this presentation, Mark Johnson explores how organizations in any industry can build a repeatable business model capability by relentlessly focusing on unmet customer needs, keeping the influence of the core model in check to give new models a chance, and responding quickly to and leveraging new technologies, market shifts and platforms. What’s more, Johnson addresses what is perhaps the most important element to unlocking transformational growth: building in the likelihood of failure – and performing quick experiments in the market to refine the model.
Dual Transformation: How to Reposition Today’s Business While Creating the Future
Disruptive change is accelerating. It will cause half of the S&P 500 roster to fall off that list over the next decade. Mark W. Johnson shows how disruption can be converted from a looming threat into your next great growth opportunity. Based on insights in his new book, Johnson explores the power of the two-track “dual transformation” to A) fortify your core business today while B) creating your company’s growth engine of tomorrow. Connecting these two efforts: the distinctive and hard-to-replicate capabilities that make your company great. Johnson also reveals the characteristics that transformative leaders must embrace: courage, clarity, curiosity, and conviction. Building on lessons learned in his experience with a diverse array of companies, from Johnson & Johnson to Ford Motor Co., Mark helps guide executives through the journey of creating the next version of themselves, enabling them to own the future rather than be disrupted by it.
The Imperative of Long-Term Innovation
Long-term innovations – think Nestle’s Nespresso or Apple’s iTunes and “digital hub” devices – can take 10 years or longer to achieve lift off. But when they do, their ability to create and transform markets and propel companies to greatness is powerful. So why is long-term innovation so hard to do? Mark Johnson breaks down the impediments – from unconscious human biases to management systems that favor maintaining the status quo – and describes how a system built on “long-view leadership” and an agile, test and learn approach to launching new initiatives can enable the kind of innovation that changes markets and lives.
