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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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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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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Thinker Author Advisor Speaker
Meet Roger
Let's Read
A New Way to Think
When More is Not Better
Creating Great Choices
The Rise (and Likely Fall) of the Talent Economy
Getting Beyond Better
Playing To win
Canada: What it is, what it can be
Fixing the Game
The Design Of Business
The Opposable Mind
The Responsibility Virus
Dia-Minds
The Future of the MBA
Rotman on Design
Let's Engage
Thought Pillars
Thinker Author Advisor Speaker
In 2017, Roger was named the world’s #1 management thinker by Thinkers50, a biannual ranking of the most influential global business thinkers.
Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego, Ford, BHP & Verizon
Roger Martin is a Professor Emeritus at the Rotman School of Management at University of Toronto where he served as Dean from 1998-2013, Academic Director of the Michael Lee-Chin Family Institute for Corporate Citizenship from 2004-2019 and Institute Director of the Martin Prosperity Institute from 2013-2019. In 2013, he was named global Dean of the Year by the leading business school website, Poets & Quants.
His newest book is A New Way to Think: Your Guide to Superior Managerial Effectiveness (Harvard Business Review Press, 2022). His previous twelve books include When More is Not Better (HBRP, 2020), Creating Great Choiceswritten with Jennifer Riel (HBRP, 2017) Getting Beyond Betterwritten with Sally Osberg (HBRP, 2015) and Playing to Win written with A.G. Lafley (HBRP, 2013), which won the award for Best Book of 2012-13 by the Thinkers50. He has written 30 Harvard Business Review articles.
Roger received his BA from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981. He lives in South Florida with his wife, Marie-Louise Skafte.
Contact Roger through Twitter or email. Call us to book a speaking engagement or other services.
Roger is available for keynote and other speaking engagements. Advisory services and team workshops can also be booked with Roger.
Articles
Harvard Business Review
Management Is Much More Than a Science
September-October 2017
Harvard Business Review
September 2015
Harvard Business Review
June 2011
HBR.org
Use Design Thinking to Build Commitment to a New Idea
January 3, 2017
Harvard Business Review
January-February 2017
HBR.org
Two Words That Kill Innovation
December 9, 2014
HBR.org
The Unexpected Benefits of Rapid Prototyping
February 11, 2014
HBR.org
Trending Again: Emoting at the World Economic Forum
January 28, 2013
Globe and Mail
Steve Jobs’ Biggest Contribution? He Made us Bolder
October 7, 2011
HBR.org
You Can't Analyze Your Way to Growth
September 12, 2011
HBR.org
Can Apple Survive Without Steve Jobs?
August 29, 2011
HBR.org
Cool Alone Won’t Save Your Company
July 20, 2011
FutureReadySLA.org
June 12, 2011
Harvard Business Review
Don’t Get Blinded by the Numbers
March 2011
Design Observer
Design Thinking Comes to the US Army
May 3, 2010
Rotman Magazine
Beyond the Numbers: Building Your Qualitative Intelligence
Spring 2010
Interactions.org
Designing Interactions at Work: Applying Design to Discussions, Meetings and Relationships
March/April 2010
HBR.org
The Secret to Meaningful Customer Relationships
March 24, 2010
Strategy & Leadership
Achieving insights via the ‘‘knowledge funnel’’
March 9, 2010
Bloomberg Businessweek
The 'Inglourious' Decline of Miramax Films
March 4, 2010
Strategy Magazine
March 2010
The Washington Post
On Leadership: Logical Leaps into the Future
February 1, 2010
HBR.org
January 19, 2010
Bloomberg Businessweek
Innovation’s Accidental Enemies
January 14, 2010
BBetween Magazine
Designing Relationships: Applying Design to Interactions at Work
2010
Rotman Magazine
The Science and Art of Business
Winter 2009
Harvard Business Review
Two Leading Researchers Discuss the Value of Oddball Data
November, 2009
Design Observer
What is Design Thinking Anyway?
October 14, 2009
BusinessWeek
October 14, 2009
Rotman Magazine
Choices, Conflict and the Creative Spark
Winter 2008
BusinessWeek
Scientific Management is Past its Peak
May 21, 2007
BusinessWeek
The Positive Spiral: Six Keys to Success
February 28, 2007
Journal of Business Strategy
Design and Business: Why Can't We Be Friends
2007
BusinessWeek
Is Reality the Enemy of Innovation
December 4, 2006
FastCompany
Tough Love: Business Wants to Love Design, but it's an Awkward Romance
October 2006
BusinessWeek
At the Crossroads of Design and Business
July 31, 2006
Rotman Magazine
Designing in Hostile Territory
Spring/Summer 2006
Business Week
February 22, 2006
BusinessWeek
January 15, 2006
BusinessWeek
India and China: Not Just Cheap
December 12, 2005
Corporate Event Magazine
Event Measurement: Reliability vs. Validity
December 2005
Rotman Magazine
Validity vs. Reliability: Implications for Management
Winter 2005
BusinessWeek
Designing in Hostile Territory
November 17, 2005
BusinessWeek
September 29, 2005
Rotman Magazine
Embedding Design Into Business
Fall 2005
BusinessWeek
Why Decisions Need Design, Part 2
August 31, 2005
Business Week
Why Decisions Need Design, Part 1
August 29, 2005
BusinessWeek
August 2, 2005
Harvard Business Review
Breakthrough Ideas for 2005: Validity vs. Reliability
February 2005
Rotman Magazine
Winter 2004
Interviews
The Reading Lists
Roger Martin: Reading to Unlock Mysteries
May 31, 2018
HBR
January-February 2017 Issue
Inside HR
Design Thinking 101 for HR: How to help your CEO drive strategy
November 24, 2015
DMI: Review
Summer 2013
Business Insider
PROFESSOR: 'JC Penney Serves No Compelling Customer Purpose'
March 11, 2013
Innovation Excellence
Balancing Intuition with Analysis
June 15, 2012
The Business Times
July 26, 2011
The Straights Times
Design Thinking Gives Firms an Edge
July 20, 2011
Forbes.com
Redesigned Thinking for Diverse Brains!
February 10, 2011
Ideaconnection.com
February 6, 2011
Be You Blog
January 15, 2011
Steelcase Threesixty Magazine
On Innovation and Why Companies Struggle with It
June 2010
DNA Money (Mumbai, India)
Why Companies Get Trapped Into Doing What They Are Good At,
February 8, 2010
Open Forum Blog
The Design of Business, an Interview with Roger Martin
November 4, 2009
Gelatobaby Interview
2009 AIGA Make/Think Conference
October 9, 2009
Dec 16, 2024
Addendum to Educating Extremists
Dec 16, 2024
Leaders Shouldn’t Try to Do It All
Dec 16, 2024
