Introduction
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.
Book
The book is focused on business model innovation and introducing a simple framework for thinking about potential business model innovations and evaluating the positives and negatives of a potential business model. Then it continues to define the parameters of the ‘white space’, which is the uncharted territory for any organization. This can be either geographical, demographical or product distinctions.
Mark W. Johnson understands that white space is difficult to define. Where white space may represent available opportunities outside of one company’s area, those same opportunities may represent the core business for another organization. In the case of a company considering entering a white space, there is the challenge of risk. For many organizations, the risk of failure is considered too great, and many potential new products and markets are missed as a result. The compromise position, taken by many enterprises, is to enter into related markets, adjacent to their core product line. While potentially profitable, the adjacent market doesn’t represent a transformation of the business model in a fundamental way, leaving the company vulnerable to more innovative competitors.

Critical assessment

Chapter 1: A New Model for Growth and Renewal

Here the Authors try to establish the concept of ‘White Space’, as per the author each company has their