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.
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
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
Leaders Shouldn’t Try to Do It All
January-February, 2025
Harvard Business Review
The Right Way to Build Your Brand
January-February 2024
Harvard Business Review
January-February 2023
Harvard Business Review
Strategy in a Hyperpolitical World
November-December 2022
Harvard Business Review
The Real Secret to Retaining Talent
March-April 2022
Harvard Business Review
It’s Time to Replace the Public Corporation
Jan-Feb 2021
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
Harvard Business Review
January-February 2019
Harvard Business Review
Management Is Much More Than a Science
September-October 2017
Harvard Business Review
January-February 2017
Harvard Business Review
M&A: The One Thing You Need to Get Right
June 2016
Harvard Business Review
December, 2015
Harvard Business Review
September 2015
Harvard Business Review
Two Keys to Sustainable Social Enterprise
May 2015
Harvard Business Review
The Rise (and Likely Fall) of the Talent Economy
October 2014
Harvard Business Review
The Public Corporation Is Finally in Eclipse
April 2014
Harvard Business Review
The Big Lie of Strategic Planning
January–February 2014
Harvard Business Review
Rethinking the Decision Factory
October 2013
Harvard Business Review
October 2012
Harvard Business Review
Bringing Science to the Art of Strategy
September 2012
Harvard Business Review
Saving the Planet: A Tale of Two Strategies
April 2012
Harvard Business Review
June 2011
Harvard Business Review
Don’t Get Blinded by the Numbers
March 2011
Harvard Business Review
July-August 2010
Harvard Business Review
The Age of Customer Capitalism
January/February 2010
Harvard Business Review
Two Leading Researchers Discuss the Value of Oddball Data
November, 2009
Harvard Business Review
June 2007
Harvard Business Review
Forethought: Directing For All The Wrong Reasons
June 2006
Harvard Business Review
Breakthrough Ideas for 2005: Validity vs. Reliability
February 2005
Harvard Business Review
Capital vs. Talent: The Battle That's Reshaping Business
July 2003
Harvard Business Review
January 2003
Harvard Business Review
The Virtue Matrix: Calculating the Return on Corporate Responsibility
March, 2002
Harvard Business Review
Changing the Mind of the Corporation
November 1993
Blogs
HBR.org
January 19, 2010
HBR.org
Why Most CEOs Are Bad at Strategy
January 16, 2010
HBR.org
Why Good Spreadsheets Make Bad Strategies
January 11, 2010
HBR.org
Economic Forecasting: What's the Value of Outliers?
October 26, 2009
HBR.org
The Goldman Bonuses: I'm Shocked, Shocked
October 16, 2009
HBR.org
The 2009 Nobel Prize for Economics: Reading the Tea Leaves
October 13, 2009
HBR.org
Scrap Stock-Based Compensation and Go Back to Principles
July 10, 2009
HBR.org
April 30, 2009
HBR.org
April 9, 2009
Mar 3, 2025
Feb 24, 2025
Feb 17, 2025
