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Roger Martin      

Premier’s Research Chair in Productivity and Competitiveness, Academic Director, Rotman School of Management, University of Toronto

Roger Martin is Premier’s Chair in Productivity and Competitiveness and academic director of the Martin Prosperity Institute at University of Toronto’s Rotman School of Management. From 1998 to 2013, he was dean of Rotman. He is a regular contributor to Harvard Business Review’s The Conversation blog, the Financial Times’ Judgment Call column, and Washington Post’s On Leadership blog. He has published eight books, including Playing to Win, Fixing the Game, and The Design of Business. In 2013, Martin placed third on the Thinkers50 list. He serves as a strategic advisor to the CEOs of P&G and Steelcase, among others.

Speech Topics

Play to Win: Improve the Architecture of Your Strategic Choices

Roger Martin is devoted to helping senior management teams improve the architecture of their strategy choices. They often find themselves struggling to determine what choices really need to be tackled to advance the cause of their organizations. And when they tackle whatever choices they think important, they tend to struggle to make the choices and even more to see those choices convert to action. As a result, there is perceived to be a crisis of "implementation" in organizations. Martin sees the problem as one of how strategic choices are made. In this talk, he shares his process of Strategic Choice Structuring, designed to help management teams focus on high-value choices, making inspired choices, and making them in a way that leads to productive action. It is a process used by major companies like Procter & Gamble and Dun & Bradstreet.

Martin also shares five essential strategic choices that will move your company ahead of your competitors: (1) What is our winning aspiration? (2) Where will we play? (3) How will we win? (4) What capabilities must we have in place to win? and (5) What management systems are required to support our choices? The result is a playbook for winning.


Taking Innovation Outcomes to the Next Level — An Interview With Roger Martin

In many markets, innovation is less an impetus for growth and more of an imperative for survival. However, in surveys of senior management, innovation is often cited as the business process with the biggest gap between expectations and actual performance. Why is this? More importantly, what can be done about it? To answer this question (and others), we turn to Roger Martin, father of "integrative thinking", a strategic business methology that facilitates long-term competitive advantage

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