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.

ON Integrative Thinking

Creating Great Choices

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. 

ON Design of Business

The Design Of Business

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.

ON Strategy

Playing To win

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.

ON Incentives & Governance

Fixing the Game

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.

ON Democratic Capitalism

The High Price of Efficiency

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.

ON Social Innovation

Getting Beyond Better

THE HIGH PRICE OF EFFICIENCY

In his landmark 1776 work The Wealth of Nations, Adam Smith showed that a clever division of labor could make a commercial enterprise vastly more productive than if each worker took personal charge of constructing a finished product. Four decades later, in On the Principles of Political Economy and Taxation, David Ricardo took the argument further with his theory of comparative advantage, asserting that because it is more efficient for Portuguese workers to make wine and English workers to make cloth, each group would be better off focusing on its area of advantage and trading with the other.

These insights both reflected and drove the Industrial Revolution, which was as much about process innovations that reduced waste and increased productivity as it was about the application of new technologies. The notions that the way we organize work can influence productivity more than individual effort can and that specialization creates commercial advantage underlie the study of management to this day. In that sense Smith and Ricardo were the precursors of Frederick Winslow Taylor, who introduced the idea that management could be treated as a science—thus starting a movement that reached its apogee with W. Edwards Deming, whose Total Quality Management system was designed to eliminate all waste in the production process.

now available playing to win strategy toolkit