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.
More on Incentives & Governance
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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
Meet the Team
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
Rotman Magazine
Creating Great Choices: Integrative Thinking for Leaders
Winter 2018
Harvard Business Review
Management Is Much More Than a Science
September-October 2017
Harvard Business Review
June 2007
Medium
May 8, 2023
Medium
Playing to Win/Practitioner Insights Milestone
May 3, 2023
Medium
Jobs to be Done & Playing to Win
May 1, 2023
Medium
Do You Know What's Going on Below?
April 24, 2023
Medium
April 17, 2023
Medium
April 10, 2023
Medium
April 3, 2023
Medium
March 27, 2023
Medium
March 20, 2023
Medium
March 13, 2023
Medium
Cost-Effective Differentiation
March 6, 2023
Medium
Platform Businesses & Strategy
February 27, 2023
Medium
Decoding the Strategy Choice Cascade
February 20, 2023
Medium
Unclogging Your Decision Factory
February 13, 2023
Medium
The Origins of Playing To Win: The Backstory of a Strategy Classic
February 6, 2023
Medium
January 30, 2023
Medium
Being 'Too Busy' Means Your Personal Strategy Sucks
January 23, 2023
Medium
January 16, 2023
Medium
January 9, 2023
Medium
January 2, 2023
Harvard Business Review
January-February 2023
Medium
Strategy Choice, Risk and the Road not Taken
December 26, 2022
Medium
Striving to Follow the Golden Rule
December 19, 2022
Medium
Why 'Execution' is a Bankrupt Management Concept
December 12, 2022
Medium
The Best of Two Years of Strategy - #1
December 5, 2022
Harvard Business Review
Strategy in a Hyperpolitical World
November-December 2022
Medium
The Best of Two Years of Strategy - #2
November 28, 2022
Medium
The Best of Two Years of Strategy - #3
November 21, 2022
Medium
The Best of Two Years of Strategy - #4
November 14, 2022
Medium
The Best of Two Years of Strategy - #5
November 7, 2022
Medium
October 31, 2022
Medium
My Least Favorite Business Book of All Time
October 24, 2022
Medium
October 17, 2022
Medium
October 10, 2022
Medium
October 3, 2022
IESE Magazine: IESE Business School
October 1, 2022
Medium
September 26, 2022
Medium
September 19, 2022
Medium
September 12, 2022
Medium
September 5, 2022
Medium
August 29, 2022
Medium
August 22, 2022
Medium
What Makes for a Great Strategist?
August 15, 2022
Medium
Untangling Value Proposition & Competitive Advantage
August 8, 2022
Medium
The Delusion of Single-Point Accountability
August 1, 2022
Medium
July 25, 2022
Chief Executive
How A.G. Lafley Made Culture Change Stick
July 19, 2022
Medium
Winning the Long Game of Strategy
July 18, 2022
The Next Big Idea Book Club Magazine
Five Book Bites from A New Way to Think
July 11, 2022
Medium
My Love/Hate Relationship with VUCA
July 11, 2022
Fortune
Going to the Office is the New 'Remote Work'
July 7, 2022
Medium
July 4, 2022
Medium
A Management System for Forgiveness
June 27, 2022
Great Business Decisions Often Require Imagination More than Data
June 22, 2022
Medium
June 20, 2022
Strategy & Leadership
The Power of Questioning Conventional Models in Management Practice
June 14, 2022
Medium
June 13, 2022
Medium
How to Prevent Data Analytics from Wrecking Your Strategy
June 6, 2022
Medium
Organizational Strategy & Job Titles
May 30, 2022
Medium
May 23, 2022
Medium
Information Technology & Strategy
May 16, 2022
Medium
Getting to Know Me IV: The Inspiration for My Writing
May 12, 2022
Rotman Management
Spring 2022
Medium
May 9, 2022
Medium
Getting to Know Me III: The Process By Which I Write
May 5, 2022
Porchlight Books: Change This
Planning is No Substitute for Strategy
May 4, 2022
Medium
May 2, 2022
Bloomberg Opinion
The Real Reason MBA Graduates Make Worse Managers
April 26, 2022
Medium
April 25, 2022
Medium
April 18, 2022
Medium
April 11, 2022
Medium
April 4, 2022
Strategy & Leadership
Rethinking the M&A Model: Give Value to Get Value
April 1, 2022, Vol. 50 No. 3, pp. 11-14.
Medium
March 28, 2022
Medium
March 21, 2022
Medium
Understanding the True Building Blocks of Corporate Strategy
March 14, 2022
Medium
Corporate vs. Business Unit Strategy
March 7, 2022
The Agilist
Strategy & Transformation: The Four Keys to Success
March 2022, Issue 63
Medium
How to Get Buy-in for Your Strategy
February 28, 2022
Medium
February 21, 2022
Harvard Business Review
The Real Secret to Retaining Talent
March-April 2022
Medium
The Great Resignation Should be No Surprise
February 14, 2022
Medium
Are You Building a Strategy Tower of Babel
February 7, 2022
Medium
January 31, 2022
Medium
January 24, 2022
Medium
Don't Let Them Compel You to be Stupid
January 17, 2022
Medium
Strategy in High-Growth Industries
January 10, 2022
Medium
Business Strategy and/or Military Strategy?
January 3, 2022
Medium
Competing Against Big New Entrants
December 27, 2021
Medium
December 20, 2021
Medium
How to Make Your Partnerships Strategic
December 13, 2021
Medium
December 6, 2021
Medium
Singing the Data Analytics Blues
November 29, 2021
Medium
The Secret to Knitting Strategy Together Corporate-Wide
November 22, 2021
The Business of Building a Better World
December 14, 2021
Medium
Stop Letting OKRs Masquerade as Strategy
November 15, 2021
Medium
November 8, 2021
Medium
The Role of Industry in Strategy
November 1, 2021
Medium
The Rule of Fear and the Rules for Fear
October 25, 2021
Medium
Battling our Same-Different Instinct
October 18, 2021
Interviews
The Decision Lab
Creating Great Choices with Roger Martin
July 19, 2021
Life Science Leader
Do You (As A Leader) Create Great Choices?
July 31, 2019
The Reading Lists
Roger Martin: Reading to Unlock Mysteries
May 31, 2018
Talks at Google
Roger L. Martin: "Creating Great Choices: A Leader's Guide to Integrative Thinking"
December 18, 2017
Actionable Books
The 21st Century Workplace Podcast
December 20, 2017
Invetech
Taking Innovation Outcomes to the Next Level — An Interview With Roger Martin
October 29, 2015
The Economist
April 9, 2013
Bobmorris.biz
September 16, 2010
DNA (Bangalore Edition)
Great Leaders are Integrative Thinkers
January 29, 2009
Financial Times
March 25, 2008
Feb 17, 2025
Feb 10, 2025
Playing to Win/Practitioner Insights Year V Preview
Feb 3, 2025
