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
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.
Ontario Annual Reports
Annual Report 13
Finding Its Own Way: Ontario Needs to Take a New Tack
November 2014
Annual Report 12
Course Correction: Charting a New Road Map for Ontario
November 2013
Annual Report 11
A Push for Growth: The Time is Now
November 2012
Annual Report 10
Prospects For Ontario’s Prosperity: A Look Back and a Look Ahead
November 2011
Annual Report 9
Today’s Innovation, Tomorrow’s Prosperity
November 2010
Annual Report 8
Navigating Through The Recovery
November 2009
Annual Report 7
November 2008
Annual Report 6
Path To The 2020 Prosperity Agenda
November 2007
Annual Report 5
November 2006
Annual Report 4
Rebalancing Priorities For Prosperity
November 2005
Annual Report 3
Realizing Our Prosperity Potential
November 2004
Annual Report 2
November 2003
Annual Report 1
December 2002
Canadian Annual Reports
Report on Canada 8
Canada’s Innovation Imperative
June 2011
Report on Canada 7
June 2010
Report on Canada 6
April 2009
Report on Canada 5
Setting Our Sights On Canada’s 2020 Prosperity Agenda
April 2008
Report on Canada 4
Agenda for Canada’s Prosperity
March 2007
Report on Canada 3
Rebalancing Priorities For Canada’s Prosperity
March 2006
Report on Canada 2
Realizing Canada’s Prosperity Potential
January 2005
Report on Canada 1
Partnering For Investment In Canada’s Prosperity
January 2004
Working Papers
Working Paper 20
Building Better Health Care: Policy Opportunities For Ontario
April 2014
Working Paper 19
The Realities Of Ontario’s Public Sector Compensation
February 2014
Working Paper18
Taxing For Growth: A Close Look At Tax Policy In Ontario
October 2013
Working Paper 17
Untapped Potential: Creating A Better Future For Service Workers
October 2013
Working Paper 16
Making Sense Of Public Dollars: Ontario Government Revenue, Spending And Debt
May 2013
Working Paper 15
Small Business, Entrepreneurship, and Innovation
February 2012
Working Paper 14
Trade, Innovation, and Prosperity
September 2010
Working Paper 13
April 2010
Working Paper 12
March 2009
Working Paper 11
Flourishing in the Global Competitiveness Game
September 2008
Working Paper 10
Prosperity, Inequality, and Poverty
September 2007
Working Paper 9
Time on the Job: Intensity and Ontario’s Prosperity Gap
September 2006
Working Paper 8
October 1, 2005
Working Paper 7
March 2005
Working Paper 6
Reinventing Innovation and Commercialization Policy in Ontario
October 2004
Working Paper 5
Strengthening Structures: Upgrading Specialized Support and Competitive Pressure
July 2004
Working Paper 4
Striking Similarities: Attitudes and Ontario’s Prosperity Gap
September 2003
Working Paper 3
Missing Opportunities: Ontario’s Urban Prosperity Gap
June 2003
Working Paper 2
Measuring Ontario’s Prosperity: Developing an Economic Indicator System
August 2002
Working Paper 1
A View of Ontario: Ontario’s Clusters of Innovation
April 2002
A Strategic Framework for Growth
Jul 22, 2024
Jul 15, 2024
The Five Deadliest Strategy Myths
Jul 8, 2024
