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.

ON Integrative Thinking

Creating Great Choices

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. 

ON Design of Business

The Design Of Business

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. 

ON Strategy

Playing To win

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.

ON Incentives & Governance

Fixing the Game

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.

ON Democratic Capitalism

The Rise (and Likely Fall) of the Talent Economy

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.

ON Social Innovation

Getting Beyond Better

Innovation in Business Education

Roger Martin served as Dean of the Rotman School of Management, University of Toronto for 15 years. Over that time, he spurred a dramatic shift in the school’s strategy, curriculum and global reputation. The MBA class size grew from 130 students per year to just over 300. The faculty grew both in size and in influence, now a holding a top ten ranking for faculty and research in the Financial Times. This shift based on Roger’s belief that MBA could and should be transformed – that it should be deep where it is now shallow, broad where it is now narrow and dynamic where it is now static. Integrative Thinking, Business Design, corporate social responsibility, jurisdictional prosperity – all of these approaches can now be found at the Rotman School, underpinning its strategy – A New Way to Think.

 

now available playing to win strategy toolkit