In process management, the White Space as described by Geary A. Rummler and Alan P. Brache in 1991, is the area between the boxes in an organization chart or the area between the different functions: Very often no one is in charge or responsible for the White Space. The important handoffs between functions are happening here, and this is very often the area where an organization has the greatest potential for improvements. In the White Space things often "fall between the cracks" or "disappear into black holes", resulting in misunderstandings and delays. To manage the White Spaces is a way to improve process performance of an organization.
In a Harvard Business Review article in March, 2001, Maletz and Nohria describes "white space" as an area within a company where the existing corporate culture does not apply, somewhat like a skunk works. They wrote, "white space exists in all companies...where rules are vague, authority is fuzzy, budgets are nonexistent, and strategy is unclear..." If white space is undefined, then the rest of the corporation operates in what they call "black space." The study completed by the authors analyzed entreprenurial activity in the white space area of corporations. They determined that there are four key challenges to successful white space projects: establishing legitimacy, mobilizing resources, building momentum, and measuring results.
Fiona Czerniawska, founder of the London-based firm Arkimeda, launched a subscription web service entitled, "White Space" in 2009. Previously a proprietary annual report, White Space provides an assessment of the thought leadership in major consulting firms. The report identifies areas receiving the most attention and those areas where little work is being done that may present opportunities for consulting firms, called "white spaces." Ms. Czerniawska has written six books, is Director of the Think Tank for the Management Consulting Agencies (MCA), and is Program Director for the Centre of Management Development at the London Business School. She edits the MCA journal, Spectra and the MCA book series.
Noted business consultant, Forbes columnist and Leadership columnist for CIO magazine, Adam Hartung described “white space” in his 2008 book about the Phoenix Principle. “White space provides a location for new thinking, testing and learning.” He cites examples of companies that used the white space to evolve new formulae for business success free from the existing Defend and Extend culture. Adam is a principal in Vector Growth Partners which uses “white space” as a foundation for innovation and strategy in marketing.
In the 2010 book, "Seizing the White Space", the authors make the case for businesses becoming adept at creating new business models. They emphasize the 4-box business model. New product offerings can be "adjacencies" which are extensions of the current customer and product set or they can be targeted at new customers which is a white space. However, the authors then suggest 2 additional "white spaces" for a total of three: white space within (the business), a white space between (business units) and white space beyond (existing customers and products.) The definition of white space is stretched here to be confusing.