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 Choices written with Jennifer Riel (HBRP, 2017) Getting Beyond Better written 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.
The European Business Review
Strategic Transformation at Tennis Canada
January - February 2015
HBR.org
Strategy Isn’t What You Say, It’s What You Do
June 18, 2014
HBR.org
Why Smart People Struggle with Strategy
June 12, 2014
HBR.org
Strategy Is Iterative Prototyping
June 6, 2014
HBR.org
Strategize First, Analyze Later
May 29, 2014
HBR.org
Adaptive Strategy Is a Cop-Out
May 23, 2014
HBR.org
Three Quick Ways to Improve Your Strategy-Making
May 22, 2014
HBR.org
Help Leaders Be Less Useless at Strategy
May 16, 2014
HBR.org
A Simple Nuance that Produces Great Strategy Discussions
May 8, 2014
HBR.org
Which Strategy “Comfort Traps” Are You Falling Into?
May 3, 2014
HBR.org
Are You Confusing Strategy with Planning?
May 2, 2014
Financial Review
The Big Lie of Strategic Planning - reposted
March 17, 2014
HBR.org
Strategy in a World of Constant Change
February 3, 2014
Harvard Business Review
The Big Lie of Strategic Planning
January–February 2014
The Globe & Mail
Six ways to tell if your strategy is a trap, or a winner
April 17, 2013
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
Harvard Business Review
Bringing Science to the Art of Strategy
September 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
The PTW/PI Book Club – Chapter Six
Apr 13, 2026
The PTW/PI Book Club – Chapter Five
Apr 6, 2026
First-Mover Advantages versus Pioneering Costs
Mar 30, 2026
