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.
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.
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.
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.
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
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.
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.
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
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.
I have been interested in the topic of democratic capitalism for three decades. In 1991, I orchestrated a four-way joint venture project between Monitor Company, Michael Porter, the Business Council on National Issues and the Government of Canada on Canadian competitiveness, which produced a landmark study called Canada at the Crossroads: The Reality of a New Competitive Environment. I followed that up by co-authoring Canadian Competitiveness: Ten Years After the Crossroads in 2001.
That same year, I was asked by the Premier of Ontario to Chair the Task Force on the Competitiveness, Productivity and Economic Progress of Ontario. The work of the Task Force was supported by the Institute for Competitiveness and Prosperity (ICP), which I also Chaired. We studied the factors that helped Ontario’s prosperity move forward, and those that held Ontario back. I chaired the Task Force and ICP for 13 years until 2014. The reports of ICP can be found here.
When I stepped down as Dean of the Rotman School in the summer of 2013, I became the Institute Director of the Martin Prosperity Institute (MPI). By this time, I had become highly concerned with the stagnation of middle incomes in America. My view of the promise of democratic capitalism is that it can and should ensure a consistently rising level of prosperity for a broad swath of the citizens of the country. That had happened for 200 years in the world’s leading democratic capitalist country, America, but then stopped. I dedicated six years of work from 2013 to 2019 to understanding how that happened and what to do to return to previous levels of performance. That work is described in greater detail here and was summarized in my 2020 book When More is Not Better: Overcoming America’s Obsession with Economic Efficiency.
Washington Post
The virus shows that making our companies efficient also made our country weak
March 27, 2020
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