Design of Business
Incentives & Governance
Integrative thinking is a form of reasoning which allows you to constructively face the tensions of opposing models. Instead of choosing one at the expense of the other, you generate a creative solution. Your solution contains elements of the individual models, but is superior to each.
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Organizations need to incorporate the best of design thinking into their ways of working to unleash innovation and creativity. An organization will be able to counter-balance analytical thinking with intuitive thinking – to enable it to both exploit existing knowledge and create new knowledge.
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Critical to the success of every organization, strategy is not a long planning exercise or document. Strategy can be simple, fun and effective and is founded on a set of five interrelated and powerful choices that positions an organization to win.
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While prevailing theory holds that stock-based compensation perfectly aligns corporate executives’ incentives with those of shareholders, it does the opposite. As a consequence, executives have done brilliantly while shareholders have become increasingly frustrated. Incentives and governance practice needs to be transformed to enable corporations to prosper in a way that better serves society.
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The combination of the stagnation of medium incomes and the rapid rise of high incomes is threatening the future of democratic capitalism. Its predictive future requires building a more robust knowledge, transactional and physical infrastructure for broadly shared prosperity.
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For both social entrepreneurs and corporations, the key tenet of social innovation is finding ways to make the world a better place. My work focuses on building tools for social entrepreneurs to create more powerful models for creating value for society and developing models to guide corporations on a path of productive corporate citizenship.
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News & Events
The Rise (and Likely Fall) of the Talent Economy
Getting Beyond Better
Rotman on Design
Playing To win
Canada: What it is, what it can be
Fixing the Game
The Design Of Business
The Opposable Mind
The Responsibility Virus
The Future of the MBA
Roger Martin is the Institute Director of the Martin Prosperity Institute at the Rotman School of Management and the Premier’s Chair in Productivity & Competitiveness. From 1998 to 2013, he served as Dean. In 2013, he was named global Dean of the Year by the leading business school website, Poets & Quants.
He has published eight books the most recent of which is Playing to Win written with A.G. Lafley (Harvard Business Review Press (HBRP), 2013). It won the award for Best Book of 2012-13 by the Thinkers50. He has written 20 Harvard Business Review articles.
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In 2013, Roger placed 3rd on the Thinkers50 list, a biannual ranking of the most influential global business thinkers. In 2010, he was named one of the 27 most influential designers in the world by Business Week. In 2005, Business Week also named him one of seven global 'Innovation Gurus.'
Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego, IDEO and Verizon.
A Canadian from Wallenstein, Ontario, Roger received his AB from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981.
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Roger is available for keynote and other speaking engagements. Advisory services and team workshops can also be booked with Roger.
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Martin Prosperity Institute
GETTING BEYOND BETTER
INNOVATION IN BUSINESS EDUCATION
THE OPPOSABLE MIND
HARVARD BUSINESS REVIEW
The Design of Business
Overhead Sounds Useless, So Stop Calling It That
Jun 23, 2016
M&A: The One Thing You Need to Get Right
Jun 1, 2016
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