Mohanbir Sawhney
Mohanbir Sawhney

McCormick Foundation Chair of Technology
Clinical Professor of Marketing
Director of the Center for Research in Technology & Innovation

Print Overview

Prof. Sawhney is a globally recognized scholar, teacher, consultant and speaker in business innovation, technology marketing and new media.

His research and teaching currently focuses on advanced digital marketing, engagement marketing, business innovation and enterprise analytics. He has pioneered concepts like the Innovation Radar, e-Hubs, Innomediation and the Sentient Enterprise.

Prof. Sawhney has written six books as well as dozens of influential articles in leading academic journals and managerial publications. His most recent book is Fewer, Bigger, Bolder: From Mindless Expansion to Focused Growth, published by Penguin in 2014. His research has been published in leading journals like California Management Review, Harvard Business ReviewJournal of Interactive Marketing, Management ScienceMarketing ScienceMIT Sloan Management Review, and Journal of the Academy of Marketing Science. He has also written several influential trade articles in publications like Fortune, Forbes, Business Week and Financial Times. He has won several awards for his teaching and research, including the 2006 Sidney Levy Award for Teaching Excellence at the Kellogg School, the 2005 runner-up for Best Paper in Journal of Interactive Marketing, the 2001 Accenture Award for the best paper published in California Management Review in 2000 and the Outstanding Professor of the Year at Kellogg in 1998. He has been nominated for the Outstanding Professor of the Year at Kellogg in 2008 and 2009. In 2011, he received the Distinguished Alumnus Award from the Indian Institute of Management, Calcutta. In 2012, he was named among the 50 most influential thinkers of Indian origin. In February 2016, he received the Thought Leadership Award from NASSCOM India.

Prof. Sawhney advises and speaks to Global 2000 firms and governments worldwide. His speaking and consulting clients include Accenture, Adobe Systems, AT&T, Boeing, CA Technologies, Cisco Systems, Dell, DuPont, Ericsson, Fidelity Investments, GE, General Mills, HCL Technologies, Holland & Knight, Honeywell, IBM Consulting Services, Infosys, Jeronimo Martins, Jones Lang LaSalle, Jenner & Block, Kellogg Company, McDonalds, Microsoft, MTV Networks, Nissan Motor, SAP, Sony, Teradata, Textron Inc., WMS Gaming and Zurich Insurance. He serves on the board of directors at Reliance Jio Infocomm and Bahwan Cybertek.  He also serves on the advisory boards of several technology startups including Georama, Legalogic, MotiveQuest, PomVom, vMock and Wattcoin. He is a Fellow of the World Economic Forum, a Fellow of the Institute for Study of Business Markets (ISBM) at Penn State University and a member of the advisory board of the Chicago Innovation Awards.

Prof. Sawhney holds a Ph.D. in Marketing from the Wharton School of the University of Pennsylvania; an MBA from the Indian Institute of Management, Calcutta; and a Bachelors in Technology in Electrical Engineering from the Indian Institute of Technology, New Delhi. 

Areas of Expertise
Entertainment Marketing
High-Tech Marketing
Information Technology
Marketing Management
Media Marketing

Print Vita
MA, PhD, 1993, Marketing, University of Pennsylvania
PGDM, 1987, Marketing, Indian Institute of Management, Calcutta
BT, 1985, Electrical Engineering, Indian Institute of Technology, Delhi

Academic Positions
Robert R. McCormick Tribune Foundation Clinical Professor of Technology, Center for Research in Technology & Innovation, Kellogg School of Management, Northwestern Unviersity, 1999-present
Assistant Professor, Marketing, Kellogg School of Management, Northwestern University, 1993-1999

Honors and Awards
Thought Leadership Award, NASSCOM (India), NASSCOM India
Fellow, Institute for Study of Business Markets, Penn State University, Penn State University
Thinkers50 India - 50 Most Influential Thinkers of Indian Origin, Institute of Competitiveness
Light of India Award for Excellence in Education and Academics, Times of Money (a Times of India Group Company), 2012
Sidney J. Levy Teaching Award, Kellogg School of Management, 2006-2007, 1998-1999, 1994-1995
Fellow, World Economic Forum, 2002
Distinguished Alumnus Award, Indian Institute of Management, Calcutta
Named One of the Worlds Best Known Indian-Origin Gurus, Times of India
Accenture Award, California Management Review, 2001
L.G. Lavengood Outstanding Professor of the Year Award, Kellogg School of Management, 1998

Print Research
Research Interests
New product forecasting, innovation diffusion, interface of marketing and other functional areas, entertainment marketing

Sawhney, Mohanbir. 2016. Putting Products Into Services. Harvard Business Press.
Sawhney, Mohanbir, Jiyao Chen and Richard Walker. 2016. Public Sector Innovation: A Typology and Validation. Academy of management proceedings.
Sawhney, Mohanbir and Sanjay Khosla. 2014. Where to Look for Insight. Harvard Business Press.
Nambisan, Satish and Mohanbir Sawhney. 2011. Orchestration Processes in Network-Centric Innovation: Evidence from the Field. Academy of Management Perspectives. 25(3)
Sawhney, Mohanbir and Rajesh Tyagi. 2010. High-Performance Product Management: The Impact of Structure, Process, Competencies and Role Definition. Journal of Product Innovation Management. 27: 83-96.
Nambisan, Satish and Mohanbir Sawhney. 2007. A Buyer's Guide to the Innovation Bazaar. Harvard Business Review. 85(6): 109-118.
Nambisan, Satish and Mohanbir Sawhney. 2007. Meet the Innovation Capitalist. Harvard Business Review. 85(3): 24.
Sawhney, MohanbirRobert Wolcott and Inigo Arroniz. 2006. The Twelve Different Ways for Companies to Innovate. MIT Sloan Management Review. 47(3): 75-81.
Verona, Gianmario, Emanuela Prandelli and Mohanbir Sawhney. 2006. Innovation and Virtual Environments: Towards Virtual Knowledge Brokers. Organization Studies. 27(6): 765-788.
Sawhney, Mohanbir, Gianmario Verona and Emanuela Prandelli. 2005. Collaborating to Create: The Internet as a Platform for Customer Engagement in Product Innovation. Journal of Interactive Marketing. 19(4): 4-17.
Balasubramanian, Sridhar, Vish Krishnan and Mohanbir Sawhney. 2004. Creating Growth With Services. MIT Sloan Management Review. 45(2): 34-43.
Sawhney, Mohanbir, Emanuela Prandelli and Gianmario Verona. 2003. The Power of Innomediation. MIT Sloan Management Review. 44(2): 77-82.
Sawhney, Mohanbir and Jeff Zabin. 2002. Managing and Measuring Relational Equity in the Network Economy. Journal of the Academy of Marketing Science. 30(4): 313-332.
Sawhney, Mohanbir. 2002. Don’t just Relate: Collaborate. MIT Sloan Management Review. 43(3): 96.
Sawhney, Mohanbir. 2001. Don’t Homogenize, Synchronize. Harvard Business Review. 79(7): 100-108.
Ramdas, Kamalini and Mohanbir Sawhney. 2001. A Crossfunctional Approach to Evaluation of Multiple Line Extensions. Management Science. 47(1): 22-36.
Parikh, Deval and Mohanbir Sawhney. 2001. Where Value Lives in a Networked World. Harvard Business Review. 79(1): 79-86.
Mittal, Vikas and Mohanbir Sawhney. 2001. Learning and Using Electronic Information Products: A Field Study. Journal of Interactive Marketing. 15(1): 2-12.
Sawhney, Mohanbir and Emanuela Prandelli. 2001. Communities of Creation: Managing Distributed Innovation in Turbulent Markets. California Management Review. 42(4): 24-54.
Kaplan, Steve and Mohanbir Sawhney. 2000. eHubs: The New Business-to-Business Marketplaces. Harvard Business Review. 78(3): 97-103.
Eliashberg, Jehoshua, Jedid-Jah Jonker, Mohanbir Sawhney and Berend Weirenga. 2000. MOVIEMOD: An Implementable Decision-Support System for Prerelease Market Evaluation of Motion Pictures. Marketing Science. 19(3): 226-243.
Jain, Dipak C., Sachin Gupta and Mohanbir Sawhney. 1999. Modeling the Evolution of Markets with Indirect Network Externalities: An Application to Digital Television. Marketing Science. 18(3): 396-416.
Sawhney, Mohanbir. 1998. Leveraged High-Variety Strategies: From Portfolio Thinking to Platform Thinking. Journal of the Academy of Marketing Science. 26(1): 54-61.
Sawhney, Mohanbir and Jehoshua Eliashberg. 1996. A Parsimonious Model for Forecasting Box-Office Revenues of Motion Pictures. Marketing Science. 15(2): 113-131.
Eliashberg, Jehoshua and Mohanbir Sawhney. 1994. Modeling Goes to Hollywood: Predicting Individual Differences In Movie Enjoyment. Management Science. 40(9): 1151-1173.
Sawhney, Mohanbir and Robert Wolcott. 2004. Seven Innovation Myths. Financial Times. Mastering Innovation Supplement
Working Papers
Sawhney, Mohanbir. 2016. Everthing is Marketing: Marketing is Everything.
Sawhney, Mohanbir. 2015. The Paradox of Scaling.
Sawhney, Mohanbir and Jiyao Chen. 2014. Customer-Oriented Innovation and Firm Performance.
Chen, Jiyao and Mohanbir Sawhney. 2014. An Empirically Validated Framework for Measuring Business Innovation.
Sawhney, Mohanbir. 2006. Creating and Capturing Value in Distributed Innovation: Towards a Contingent Model for Solving The Paradox of Creative Destruction.
Sawhney, Mohanbir. "Rules of Engagement: How to Tango with Startups." Forbes, August.
Sawhney, Mohanbir. "4 Ways to Harness Digital Disruption." Forbes, August.
Khosla, Sanjay and Mohanbir Sawhney. "Blank Checks:Unleashing the Potential of People and Businesses." Strategy + Business, August.
Khosla, Sanjay and Mohanbir Sawhney. "Growth through Focus: A Blueprint for Profitable Expansion." Strategy + Business, August 24, 2010.
Sawhney, Mohanbir and Oliver Ratzesberger. 2017. The Sentient Enterprise.
Sawhney, Mohanbir and Sanjay Khosla. 2014. Fewer. Bigger, Bolder: From Mindless Expansion to Focused Growth. Penguin Books.
Nambisan, Satish and Mohanbir Sawhney. 2007. The Global Brain: Your roadmap for innovating faster and smarter in a networked world. Wharton School Publishing.
Gulati, Ranjay, Mohanbir Sawhney and Anthony Paoni. 2002. Kellogg on Technology & Innovation. John Wiley & Sons.
Sawhney, Mohanbir and Jeff Zabin. 2001. The Seven Steps to Nirvana: Strategic Insights into e-Business Transformation. McGraw Hill.
Sawhney, Mohanbir, Ranjay Gulati and Anthony Paoni. 2001. TechVenture: New Rules on Value and Profit from Silicon Valley. John Wiley & Sons.
Sawhney, Mohanbir and Ranjay Gulati. 2000. Kellogg TechVenture. Nminds Publications.
Prandelli, Emanuela, Gianmario Verona and Mohanbir Sawhney. 2000. Collaborating with Customers to Innovate:Conceiving and Marketing Products in the Network Age. Edward Elgar Publishing.
Conference Proceedings
Sawhney, Mohanbir. 2010. "Beyond Product innovation: The Innovation Radar." Orlando, FL.
Sawhney, Mohanbir and Pallavi Goodman. 2017. vMock: Pivoting to Succeed in a Technology Startup.
Sawhney, Mohanbir, Pallavi Goodman and Ganesan Keerthivasan. 2017. Best Buy: Creating a Winning Consumer Electronics Retail Experience.
Sawhney, Mohanbir and Pallavi Goodman. 2014. Kraft in China.
Sawhney, Mohanbir and Robert C. Wolcott. 2006. Thomson Financial: Building a Customer-Centric Firm. Case 5-405-753 (KEL237).
Sawhney, Mohanbir, Ben Cooley, Jeff Crouse, James Dougan, John Johnson, Kumar Venkataraman and Shun Zhang. 2006. Rand McNally: Navigating the Wireless Landscape. Case 5-104-038 (KEL103).
Sawhney, Mohanbir, Lisa Damkroger, Greg McGuirk, Julie Milbratz and John Rountree. 2006. Illinois Superconductor: Forecasting Demand For Superconducting Filters. Case 5-104-033 (KEL096).
Sawhney, Mohanbir, John Miniati, Patrick (Junsoo) Kim and Pallavi Goodman. 2014. Motorola's Droid 2: The Product Manager’s Dilemma. Case 5-313-510 (KEL772).
Sawhney, Mohanbir, Ashuma Ahluwalia, Yuliya Gab, Kevin Gardiner, Alan Huang, Amit Patel and Pallavi Goodman. 2011. Microsoft Office: Gaining Insight into the Life of a College Student (A). Case 5-111-011(A) (KEL654).
Sawhney, Mohanbir, Raj Malhotra and Kevin Agastein. PhotoWars. Case 5-104-037.
Sawhney, Mohanbir and John Miniati. 2015. TabletTeach: Opportunity Analysis for a New Educational Technology Product. Case 5-314-500 (KEL900).
Sawhney, Mohanbir, Edward Arnstein, Paul Leinwand, Craig Michaels, Michael Nelson and Beth Winson. 2004. Career Central Corporation: Building Critical Mass. Case 5-104-030 (KEL093).
Sawhney, Mohanbir and Kent Grayson. 2009. Ontela PicDeck (B): Customer Segmentation, Targeting, and Positioning. Case 5-309-505(B) (KEL451).
Sawhney, Mohanbir, Shankar Balakrishnan, Maryam Balali, Brit Gould, Steven Stark and Larry Xu. 2007. Siemens Medical Solutions: Creating a Customer-Focused Organization for Solutions Marketing. Case 5-107-011 (KEL409).
Sawhney, Mohanbir and Sachin Waikar. 2009. It's a New Day: Microsoft’s Office 2007 Launch Campaign. Case 5-409-756 (KEL533).
Sawhney, Mohanbir, Ashuma Ahluwalia, Yuliya Gab, Kevin Gardiner, Alan Huang, Amit Patel and Pallavi Goodman. 2011. Microsoft Office: Gaining Insight into the Life of a College Student (B). Case 5-111-011(B) (KEL655).
Sawhney, Mohanbir and Pallavi Goodman. 2016. OnePlus: Crossing the Chasm in the Smartphone Market. Case 5-216-253.
Sawhney, Mohanbir, Jon Nathanson, Oded Perry, Chad Smith, Sripad Sriram, James Tsai and Pallavi Goodman. 2012. Modu: Optimizing the Product Line. Case 5-112-008 (KEL651).
Sawhney, Mohanbir, Brian Buenneke, Lisa Jackson, Nancy Kulick, Evan Norton, Erica Post and Ran Rotem. 2006. Microsoft Corporation: Branding and Positioning .NET. Case 5-104-034 (KEL097).
Sawhney, Mohanbir, Sachin Waikar, Sean Alpert, Gerardo Cardone, Ryan Mullin, Barnaby Nardella, Edward Sim and Hsin-Ting Huang. 2012. Amazon’s Kindle: Crossing the Chasm. Case 5-111-009.
Sawhney, Mohanbir, Rosalie Chin, Jennifer Ord, Noam Ragins, Kris Rich and Liza Wintroub. 2004. Educational Technology Corporation: Crossing the Chasm. Case 5-104-032 (KEL095).
Sawhney, Mohanbir. 2004. Blockbuster Entertainment Corporation: Growth Strategies for 1995. Case 5-104-029 (KEL092).
Sawhney, Mohanbir, Benjamin Hill, John Miller, Peter Nylund, West Robbins, Richard Wharton and Severine Borut-Zaslavoglou. 2006. MRT Micro: The CardioScope. Case 5-104-036 (KEL099).
Sawhney, Mohanbir, Paolo Cuomo, Ariel Hasson, Kevin Loftus, Angela Petros and Derek Yung. 2004. Trilogy Corporation: Customer Value-Based Pricing. Case 5-104-041 (KEL106).
Sawhney, Mohanbir, Sean Alexis, Zack Gund, Lee Jacobek, Ted Kasten, Doug Kilponen and Andrew Malkin. 2006. TiVo: Changing the Face of Television. Case 5-104-040 (KEL105).
Sawhney, Mohanbir, Joseph R. Owens and Pallavi Goodman. 2014. Kindle Fire: Amazon's Heated Battle for the Tablet Market. Case 5-413-751 (KEL770).
Sawhney, Mohanbir, Michael Biddlecom, Robert Day, Patricia Franke, John Lee-Tin, Robert Leonard and Brian Poger. 2004. Rockwell Automation: The Channel Challenge. Case 5-104-039 (KEL163).
Sawhney, Mohanbir and Pallavi Goodman. 2014. PageWell 2.0: Using Customer Research for Product Development. Case 5-213-254 (KEL803).
Sawhney, Mohanbir, Bernadine Ai-Kuo, Ronald Graves, Pierre Laurent and Peter Thompson. 2004. Motorola Wireless Data Group: The Envoy. Case 5-104-035 (KEL098).
Sawhney, Mohanbir and Kent Grayson. 2009. Ontela PicDeck (A): Customer Segmentation, Targeting, and Positioning. Case 5-309-505(A) (KEL450).
Sawhney, Mohanbir. 2011. Cisco Systems: Launching the ASR 1000 Series Router Using Social Media Marketing. Case 5-111-008 (KEL579).
Sawhney, Mohanbir, Aarti Kumar, Hilary Meyer, Coby Neuenschwander, Sang' ona Oriedo, Mallika Pradhan, Garima Sethi and Pallavi Goodman. 2011. Lowe’s Companies, Inc.: Optimizing the Marketing Communications Mix. Case 5-111-010 (KEL563).
Sawhney, Mohanbir, Pallavi Goodman and Ori Broit. 2016. WMS: Revenue Model Innovation for Gaming Solutions. Case 5-215-254 (KEL951).
Sawhney, Mohanbir and Michael Beane. 2011. "SoftStrat: The Software Platform Migration Game." United States Patent Document Number NA, filed 3/1/2011, and published 3/1/2011.

Print Teaching
Teaching Interests
Marketing management, new product and new services development, marketing of high-tech products
Executive MBA
TechVenture India (INTLX-918-0)
TechVenture India is an experiential learning course focusing on technology trends in emerging markets. The course combines classroom sessions, a week-long field study trip and a research project to provide students with the concepts as well as real-world experience with technologies that are shaping emerging markets like India. The course focuses on three key technology domains – Offshore Outsourcing, Mobile Devices and Cloud Services. In addition, the course focuses on the concept of technology ecosystems with a special emphasis on the most prominent Indian technology cluster in Bangalore.

Product Management for Technology Companies (MKTGX-472-0)
Two defining characteristics of the technology industry are its dynamic nature and the inter-connected nature of technology products and services. This results in a continuous need for new products—and for managing all of the aspects of discovering, designing, developing, supporting and making money from these products. In technology companies, the Product Management organization is responsible for the "inbound" marketing activities as well as "outbound" marketing components: identifying unmet customer needs, orchestrating the development of products and solutions to address these needs, taking new products to market and managing products as a business. This course equips students with the frameworks, tools and direct experience to become effective technology product managers (whether as entrepreneurs or intrapreneurs within established technology companies).

Full-Time / Evening & Weekend MBA
Product Management for Technology Companies: An Entrepreneurial Perspective (KIEI-932-0)

Product Management for Technology Companies provides the frameworks, theory, tools and hands-on experience to prepare students to hit the ground running in technology companies. With a holistic and entrepreneurial perspective of product management, we provide insight into the nine major aspects of product management (including opportunity analysis, customer discovery & requirements, product launch & marketing, leading cross-functional teams, product planning and more). This comprehensive approach prepares students for product management and co-founder roles - as well as related roles such as product marketing, product planning & strategy, business development, and similar.

Students will gain hands-on experience via an industry-sponsored project and targeted cases - including several cases developed specifically for this course. The industry project allows students to customize your learning from the course. The projects are real, with executive sponsorship and dedicated resources lined up prior to the start of the first lecture. Alternatively, students may propose your own projects. Sponsors include startups such as kPoint, and Misfit Wearables; as well as leading tech firms such as Amazon, Intel and

Technology Marketing (MKTG-468-0)
This course provides students with conceptual frameworks and analytical tools for marketing decision making in high-growth and turbulent technology businesses. The course is cross-functional, decision-focused and strategic in its orientation. Topics include marketing in the networked economy, understanding unarticulated user needs, technology standards and network externalities, demand forecasting and strategic planning in technology markets, product design and architecture, product platform strategy, managing new product realization programs and managing the technology adoption lifecycle. Student assignments include developing quantitative spreadsheet-based forecasting models and playing an interactive strategy simulation called DigiStrat--PhotoWars, an action-learning exercise that teaches students about strategic decision making in dynamic technology markets. Students are also required to create a case study in collaboration with a technology firm, or to write a scholarly white paper on a knowledge domain of their choice. MKTG-450 is recommended.

Executive Education
Creating and Leading a Culture of Innovation

Successful innovation management requires highly trained leaders who can ignite the creative spirit and create a culture of innovation. In this program, you will develop the skills and tools you need to instill an innovation mindset within your organization and inspire your people to higher levels of creativity.

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Delivering Business Growth

Emphasizing action, this program teaches a market-tested framework that has delivered sustained double-digit growth in revenues and margins for major global brands. You’ll leave with a business growth strategy and actionable agenda for driving growth within your organization.

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Driving Organic Growth through Innovation

This outcomes-oriented program teaches a proven process for achieving market-driven business growth through a well-designed innovation strategy. Take home practical solutions you can deploy immediately to ignite sustainable, profitable growth in your company.

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Growth and Innovation Week

This sequential combination of two programs — Driving Organic Growth through Innovation and Creating and Leading a Culture of Innovation — provides the framework, knowledge and tools for igniting and sustaining innovation-driven growth. When taken together, these programs are offered at a discounted fee.

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Innovation Strategy: Design Thinking for Executives

This hands-on program from the Kellogg School of Management and Segal Design Institute at Northwestern provides leaders with the tools to incorporate design thinking into their innovation strategy and communicate innovation across their organizations.

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Leading Into the Future: Managing in a Changing World

As the world of business changes at breakneck speed, executives must stay at the forefront of management thinking and practice. This program delivers a wealth of new knowledge and insights for managing change with confidence in the 21st century.

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Leading Into the Future: Managing in a Changing World

As the world of business changes at breakneck speed, executives must stay at the forefront of management thinking and practice. This program delivers a wealth of new knowledge and insights for managing change with confidence in the in 21st century.

View Program