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
Peter Drucker in the 21st Century
November 25, 2024
Harvard Business Review
What Managers Get Wrong About Capital
May-June 2020
Harvard Business Review
The One Thing You Need to Know About Managing Functions
July-August 2019
HBR.org
Why Smart People Struggle with Strategy
June 12, 2014
Harvard Business Review
The Big Lie of Strategic Planning
January–February 2014
Harvard Business Review
Bringing Science to the Art of Strategy
September 2012
HBR.org
The Best Companies Combine Marketing and Strategy
March 14, 2013
HBR.org
J.C. Penney Desperately Needs a Strategy
March 11, 2013
Business Standard
February 24, 2013
HBR.org
Strategy Is All About Practice
February 20, 2013
Fast company
WHAT P&G LEARNED FROM THE DIAPER WARS
February 8, 2013
HBR.org
Don't Let Strategy Become Planning
February 5, 2013
HBR.org
Placing Strategic Bets in the Face of Uncertainty
January 22, 2013
HBR.org
Strategy and the Uncertainty Excuse
January 8, 2013
Financial Post
The 5 essential questions at the heart of any winning strategy – Part 2
January 8, 2013
Financial Post
The 5 essential questions at the heart of any winning strategy – Part 1
January 7, 2013
Rotman Magazine
Winter 2013
Harvard Business Review
October 2012
HBR.org
Before You Take a Risk, Lay Out the Logic
June 19, 2012
Financial Times
Is it worthwhile to advise the government?
May 29, 2012
Rotman Magazine
Opening up the Boundaries of the Firm
Winter 2012
HBR.org
Finding the Hidden Gems in Your Business Model
February 22, 2011
HBR.org
How to Successfully Manage Opposing Strategies
January 27, 2011
HBR.org
The Integrative Strategic Move of “Doubling Down”
January 17, 2011
HBR.org
A Smart Example of an Integrative Strategy
December 10, 2010
HBR.org
When Strategy Fails the Logic Test
November 24, 2010
HBR.org
How I Knew AOL Time Warner Was Doomed (No, Really!)
November 2, 2010
Harvard Business Review
July-August 2010
HBR.org
Moving from Strategic Planning to Story Telling
June 1, 2010
HBR.org
Five Questions to Build a Strategy
May 26, 2010
HBR.org
My Eureka Moment with Strategy
May 3, 2010
HBR.org
Why Most CEOs Are Bad at Strategy
January 16, 2010
HBR.org
Why Good Spreadsheets Make Bad Strategies
January 11, 2010
Rotman Magazine
Spring/Summer 2001
Strategic Choice Architecture
January 1997
Interviews
Stitcher
Demystifying Organizations: Balancing Stakeholder Interests
June 21, 2019
HBR Ideacast
July 31, 2018
The Reading Lists
Roger Martin: Reading to Unlock Mysteries
May 31, 2018
The Learning Leader
Episode 190: Roger Martin - Playing to Win: Strategy Is A Choice
February 12, 2017
Tonyloyd.com
Changing the World One Model at a Time
November 30, 2015
Changeboard.com
Roger Martin: Strategy is choice
November 9, 2015
Outlook Business
September 2, 2015
BFM 89.9 The Business Station
Raise your Game: Playing to Win
August 27, 2015
Val 202
December 9, 2014
Rotman Magazine
Thought Leader Interview: Roger Martin
Fall 2013
Rotman Magazine
Coaching High Performance: Lessons from Veterans in Two Arenas
Spring 2013
Forbes India
Strategy Needs a Mix of Data and Logic: Roger Martin
April, 16, 2013
Business World
Analytical Thinking Is Stifling Innovation
March 25, 2013
Inc.com
4 Key Things Great Strategic Thinkers Do
March 11, 2013
Business Standard
Every new idea cannot be proven in advance: Roger L Martin
February 24, 2013
Live Mint
Roger Martin | The Master Strategist
February 17, 2013
The Sunday Times
Win the strategy game in five steps
February 10, 2013
Business Insider
P&G's Legendary Ex-CEO Explains Why Everyone Gets Strategy Wrong
February 5, 2013
Forbes
Playing To Win: How Strategy Really Works
February 4, 2013
Inc.com
Rule for Success: Choose Your Playing Field
February 2013
Playing to Win & Regional Strategy
Mar 31, 2025
Will Artificial Intelligence Eradicate Practitioners of Strategy?
Mar 24, 2025
Developing a Powerful How-to-Win
Mar 17, 2025
