All 2020 Presenters
Roger Martin
- #2 Management Thinker in the World - Thinkers50, 2019
In 2017, Roger Martin was named the world’s #1 management thinker by Thinkers50, a biannual ranking of the most influential global business thinkers. In previous years, he was ranked 3rd, 6th and 7th.
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.
Prior to his time at Rotman, he spent 13 years as a Director of Monitor Company, a global strategy consulting firm based in Cambridge, Massachusetts, where he served as co-head of the firm for two years.
His research work is in Integrative Thinking, Design of Business, Strategy, Incentives & Governance, Democratic Capitalism, and Social Innovation. He has written 28 Harvard Business Review articles and published 11 books including: Creating Great Choices written with Jennifer Riel (Harvard Business Review Press (HBRP), 2017) Getting Beyond Better written with Sally Osberg (HBRP, 2015) and Playing to Win written with A.G. Lafley (HBRP, 2013); Fixing the Game (HBRP, 2011); The Design of Business (HBRP, 2009); The Opposable Mind (HBRP, 2007); The Responsibility Virus (Basic Books, 2002); Canada: What It Is, What It Can Be (with Jim Milway, Rotman-UTP Publishing, 2012). In addition, he co-edited Rotman on Design (with Karen Christensen, Rotman-UTP Publishing, 2013). In 2010, he was named one of the 27 most influential designers in the world by Business Week.
In 2007 he was named a Business Week 'B-School All-Star' for being one of the 10 most influential business professors in the world. Business Week also named him one of seven 'Innovation Gurus' in 2005. Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford.
He serves as Chair of The Good Jobs Institute and the I-Think Initiative, and on the Board of The Nine Dots Prize. A Canadian from Wallenstein, Ontario, Roger received his BA from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981. In 2018, he was awarded a Doctor of Laws (honoris causa) by the Royal Military College of Canada.
The key job of any leader is to determine what choices his/her organization needs to make in order for it to prosper and to ensure that those choices are made and made well. This entails the leader understanding three things.
First: What constitutes the set of choices that if left unmade would result in the most problematic outcomes for the organization and that if made well would produce the greatest upside.
Second: What a real choice looks like - as opposed to an apparent choice.
Third: How to parse out choices across the organization and contribute to getting them made in the most productive way possible.
This session will provide frameworks for thinking through each of these three tasks so as to be able to assist leaders in accomplishing the overall goal of framing and making the critical choices in their organizations.
The key job of any leader is to determine what choices his/her organization needs to make in order for it to prosper and to ensure that those choices are made and made well. This entails the leader understanding three things.
First: What constitutes the set of choices that if left unmade would result in the most problematic outcomes for the organization and that if made well would produce the greatest upside.
Second: What a real choice looks like - as opposed to an apparent choice.
Third: How to parse out choices across the organization and contribute to getting them made in the most productive way possible. This session will provide frameworks for thinking through each of these three tasks so as to be able to assist leaders in accomplishing the overall goal of framing and making the critical choices in their organizations.
1. The five key choices a leader needs to make
2. The essence of a real choice
3. The productive distribution and organization of choices in an organization
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