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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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.
Medium Posts
December 16, 2024
Addendum to Educating Extremists
December 16, 2024
Identifiability & Segmentation Strategy
December 9, 2024
December 2, 2024
Generating Strategic Possibilities
November 25, 2024
November 18, 2024
November 11, 2024
The Origins of Business Strategy
November 4, 2024
Parenting Styles, Management & Strategy
October 28, 2024
Statistical Process Control & Strategy
October 21, 2024
The Strategic Choice Structuring Process
October 14, 2024
October 7, 2024
Personal Effectiveness Strategy
September 30, 2024
Overcoming the Integrative Strategy Challenge
September 23, 2024
Strategy for Start-ups – Redux
September 16, 2024
September 9, 2024
September 2, 2024
August 26, 2024
August 19, 2024
The Importance of Strategic Tension
August 12, 2024
August 5, 2024
July 29, 2024
A Strategic Framework for Growth
July 22, 2024
July 15, 2024
The Five Deadliest Strategy Myths
July 8, 2024
Strategy & Sustained Innovation
July 1, 2024
How Management Can Most Effectively Utilize Boards
June 24, 2024
June 17, 2024
The Downside of Scaling Strategy
June 10, 2024
June 3, 2024
May 27, 2024
The Business of Strategy Consulting
May 20, 2024
May 13, 2024
May 6, 2024
How to be a Good Board Member?
April 29, 2024
April 22, 2024
Strategy in Highly Fragmented Industries
April 15, 2024
Good Strategy/Bad Strategy & Playing to Win
April 8, 2024
How to Become a Strategic Chief Financial Officer
April 1, 2024
Michael Porter’s Three Great Strategy Contributions
March 25, 2024
Investment Strategy & Artificial Intelligence
March 18, 2024
Strategy & Artificial Intelligence
March 11, 2024
March 4, 2024
The Doctrine of Relentless Utility
February 26, 2024
February 19, 2024
February 12, 2024
Is or Is Not The Opposite Stupid on its Face?
February 5, 2024
The Strategic Leverage of Where-to-Play
January 29, 2024
January 22, 2024
Why You Should be Afraid of ‘Great Execution’
January 15, 2024
The Number One Ranked Playing to Win/Practitioner Insights Piece
January 8, 2024
The Number Two Ranked Playing to Win/Practitioner Insights Piece
January 1, 2024
The Number Three Ranked PTW/PI Piece
December 25, 2023
December 18, 2023
December 11, 2023
December 4, 2023
November 27, 2023
November 20, 2023
Strategy for Natural Monopolies
November 13, 2023
The Work and Working of Leadership Teams
November 6, 2023
Turning the Future into the Past
October 30, 2023
October 23, 2023
October 16, 2023
Heuristics, Management & Strategy
October 9, 2023
October 2, 2023
Measuring, Managing & Mattering
September 25, 2023
Strategy for the Experience Economy
September 18, 2023
Dangerous Cost Reduction Projects
September 11, 2023
September 4, 2023
Performance Measurement Transparency
August 28, 2023
The Downside of Go-to-Market Strategy
August 21, 2023
August 14, 2023
The Strategy Lesson from the Bud Light Fiasco
August 7, 2023
How Brands Grow & Playing to Win
July 31, 2023
How to Thwart Strategy Masquerades?
July 24, 2023
July 17, 2023
July 10, 2023
Balanced Scorecard & Playing to Win
July 3, 2023
Commercial Innovation Strategy
June 26, 2023
June 19, 2023
June 12, 2023
What Strategy Questions are you Asking?
June 5, 2023
Business Model Generation & Playing to Win
May 29, 2023
May 22, 2023
Blue Ocean Strategy & Playing to Win
May 15, 2023
May 8, 2023
Playing to Win/Practitioner Insights Milestone
May 3, 2023
Jobs to be Done & Playing to Win
May 1, 2023
Do You Know What's Going on Below?
April 24, 2023
April 17, 2023
April 10, 2023
April 3, 2023
March 27, 2023
March 20, 2023
March 13, 2023
Cost-Effective Differentiation
March 6, 2023
Platform Businesses & Strategy
February 27, 2023
Decoding the Strategy Choice Cascade
February 20, 2023
Unclogging Your Decision Factory
February 13, 2023
The Origins of Playing To Win: The Backstory of a Strategy Classic
February 6, 2023
Dec 16, 2024
Addendum to Educating Extremists
Dec 16, 2024
Leaders Shouldn’t Try to Do It All
Dec 16, 2024
