Roger Martin, a leading expert on strategy and author of "Playing to Win," shares his insights on crafting effective business strategies. He discusses the five essential questions that drive a winning strategy and highlights why many companies fail. Martin advocates for integrating strategic thinking across all levels, not just top executives. Using examples from brands like Procter & Gamble and Southwest Airlines, he emphasizes the importance of differentiation over low cost and critiques the shortcomings of traditional strategy education.

Roger Martin, former Dean of the Rotman School of Management and a leading authority on integrative thinking, shares insights on effective leadership and decision-making. He explores how fear can hinder bold actions and identifies patterns of self-sabotage among intelligent individuals. Martin highlights the need for critical thinking and curiosity in education, emphasizing the importance of long-term resilience over short-term gains. He advocates for embracing complexity to foster innovation and better outcomes in business.

Roger Martin, strategy advisor and bestselling author, discusses the distinction between strategic planning and strategy, emphasizing the importance of influencing customer behavior and creating a unique value proposition. They also explore common mistakes in planning strategy and give advice on making strategic choices and understanding customer needs.

Roger Martin is a bit of a legend in the strategy world. His book Playing to Win, written with former Procter & Gamble CEO A.G. Lafley, is a favorite in business schools. And decades of work consulting with some of the world’s most recognizable companies have cemented his place as one of today’s leading business thinkers. In this conversation, get an inside look at Roger’s approach to business strategy and hear about our newest course, Designing Strategy: https://ideo.to/u3xSQA

In this engaging discussion, Roger Martin, a renowned management consultant and former Dean of the Rotman School of Management, shares insights on integrative thinking. He challenges the obsession with efficiency, linking it to economic inequality. Martin emphasizes the need for leaders to embrace creativity and holistic decision-making over conventional analysis. He also critiques existing economic systems, advocating for capitalistic strategies that prioritize stakeholder welfare and educational models that foster critical thinking in future leaders.

In this conversation, Roger L. Martin, a renowned business strategist and former dean at the Rotman School of Management, discusses the evolving relationship between design and business. He delves into how Aristotle's principles can inspire innovative problem-solving beyond historical data. Roger critiques traditional business education's shortcomings and emphasizes the necessity for community-centric design amidst the Silicon Valley layoffs. He encourages embracing anomalies and fostering creativity to drive meaningful change within organizations.

Roger Martin, an influential business strategy thinker and author, challenges conventional management wisdom and advocates for a new approach in management effectiveness. He discusses integrative thinking and how it helps exceptional leaders make difficult decisions. They also explore the challenges of American capitalism, the importance of integrative thinking in education, and the need for a balanced approach to efficiency and resilience.

In this episode of The Decision Corner, Brooke is joined for the second time by Roger Martin, one the the world’s leading business minds, the former dean of the Rotman School of Business, and the author of the newly released book A New Way to Think: Your Guide to Superior Management Effectiveness. This time around, the two discuss how mental models guide business decisions, and how we can restructure failing mental models to improve ourselves, our teams, and our organizations. Topics discussed include: - When you should give up on your mental models - and when to keep pushing at it - Why writing down your decision making process is vital - and the dangerous behaviors that occur if you don’t - The simple, but powerful “if-then” model - How socializing strategy can help us scale over decision-making hurdles - Why you should make the most skeptical person in the room in charge of test design - How to overcome disappointing decisions - and why they are so important to make

If you’re wondering where to start with strategic planning, pause for a minute before getting into tactical ideas or writing a hundred-page strategic plan of action. Focus on identifying your strategic problem first. Strategy advisor Roger Martin shares common mistakes people make in the early stages of strategic planning and how to avoid them, ways to think creatively about your strategic problem, and how to frame a question to guide your thinking. View the full recap at ideou.com/blog.

On this episode of Christopher Lochhead: Follow Your Different, we have a radically different dialogue about thinking with the legendary Roger Martin – a man who has been called, “the world's number one management thinker” by former Ford CEO Jim Hackett. Roger Martin is a Professor Emeritus at the Rotman School of Management at the University of Toronto, where he served as Dean from 98 to 2013, and as Institutional Director of the Martin Prosperity Interest Institute from 2013 to 2019. In 2013, he was also named Global Dean of the Year. In this remarkable conversation, we dig into the definition of thinking. We also discuss the difference between what Roger calls reflexive versus reflective thinking, and why thinking is a meta skill. So if you are interested on expanding the way you think, stay and listen to learn more. Roger Martin on Thinking about Thinking The conversation starts off on the topic of thinking about thinking, and if it’s weird to do so. Roger offers his thoughts on the matter: “I don't think so, no. But you know, I am surprised at the number of people who seem to not think about how they think – they just think. And then when something kind of bad happens, they're kind of flummoxed. The ones who are more inclined to think about how they're thinking are more likely to say, “well, maybe I wasn't thinking about that the best way I could, what would be a different way to think about it?” ” – Roger Martin The Definition of Thinking Before heading into deeper topics, we discuss the definition of thinking. Roger gives an explanation of his definition of thinking below: “I see it as the process of reflecting on your world against a model you have of it. So you'd be thinking, if you say, that person just smiled at me as we walked by each other. So that was stimulus to your senses. And to think about it, you have to have some kind of a model in your head interpreting it. So you would say, when the corners of the lips go up like that, it generally means that that person is kind of happy, or is favorably disposed toward me, and not they have a nervous tic. But that could be another interpretation of it. But you have some kind of model that says, “this is my method of interpreting what is happening to me.” “ – Roger Martin The thing is, other people might not have the same model as you do, unless you are privy that information. This often results in clashes in models, or a misinterpretation of other people’s model because they are unfamiliar, or radically different from yours. That is where thinking about thinking plays a role. Reflexive versus Reflective Thinking Roger was then presented with a thought about the current way of thinking: “We live in a world today that what that says that what most people call thinking is actually the mental retweeting of something they heard that they like, that often confirms and existing thought. And that existing thought was something they were taught to think, ergo, what most people call thinking today is actually not thinking.” Roger’s response is that conceptually, that is correct. But in a way, it is also another type of thinking. “What you describe is also thinking, but it is a much more reflexive form of thinking, then reflective form of thinking. So it's sort of a bit of a, like a reflexive pattern recognition. But I don't object to calling non reflective thinking to be just barely thinking or maybe not thinking at all.” – Roger Martin To learn more about Roger Martin & the different kinds of thinking, download and listen to this episode. Bio Roger L. Martin is Professor Emeritus at the Rotman School of Management at University of Toronto, where he served as Dean from 1998 to 2013, and as Institute Director of the Martin Prosperity Institute from 2013 to 2019. In 2013, he was named Global Dean of the Year and in 2017, he was named the world's number one management thinker by Thinkers50. He has published 12 previous books including When More Is Not Better and Play...