Mark Johnson

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Mark Johnson

Leading Expert on Reinventing Business Models and Pursuing Sustainable Innovation; Co-Founder and Senior Partner, Innosight; Author, “Reinvent Your Business Model” (2018) and “Dual Transformation: How to Reposition Today’s Business While Creating the Future”

Biography

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.

Mark Johnson is available for paid speaking engagements, including keynote addresses, speeches, panels, and conference talks, through the exclusive representation of Stern Speakers, a division of Stern Strategy Group®.

Videos

Biography

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.

Mark Johnson is available for paid speaking engagements, including keynote addresses, speeches, panels, and conference talks, through the exclusive representation of Stern Speakers, a division of Stern Strategy Group®.

Speech Topics

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.

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Recommendations

“Thank you very much for your insightful, thought-provoking and effective remarks on Dual Transformation last week in Phoenix at AHIP’s Executive Leadership Summit. It was a privilege for the audience to ‘listen in’ to the discussion, gain new ideas and thinking around innovation and reflect on how they apply what they heard. The reviews have been terrific and everyone left the session wanting more – a credit to you. We know the demands of your schedule and I wanted to express how much we appreciated your joining us, as well as what an impact your thoughtful presentation had on the attendees.”

– Lisa Shreve, Senior VP, Education, America’s Health Insurance Plans

 

“Your top leaders have to be aligned around the long-term vision and the assumptions about the future that underpin it. But you also have to change the nature of the dialogue with them, away from one about certainty and predictability, and toward one about assumptions, managing risks, and ‘what you have to believe’ for a certain course of action to be the best one. This is a significant shift for even the most successful leaders, and some might not be able to make it. You can’t expect everyone to evolve at the same pace, but you have to see progress. For me this means being ‘realistically expectant’ and ‘patiently tolerant of progress.’”

–Mark Bertolini, Chairman and CEO, Aetna

“Transformation is uncomfortable and exciting at the same time. It’s like when we redesign an F-150 or the Mustang. You hold these two things in your head where you feel incredible pride and excitement because you’re working on this icon, but gosh, you don’t want to be the team that screws it up. It’s the tension that comes from holding two conflicting thoughts in the mind at the same time.”

– Mark Fields, President and CEO, Ford

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Johnson, Mark

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