Roger L. Martin
@RogerLMartin
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Thinker, author, strategist, advisor, & author of new book #anewwaytothink
Fort Lauderdale, FL
Joined October 2012
I agree. And board help the driving into the ground part.
@RogerLMartin I think this plays into the natural lifecycle of business. Innovative founders or occasional established CEOs that drive innovation then an entrenched group that drives the business into the ground. .
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Thanks for the kind words. I am always happy when my work passes the test of time - and this 2009 one seems to be doing that.
@theteknosaur That was @RogerLMartin's The Design of Business for me. It shaped my professional and entrepreneurial journey more than any other. The Design of Everyday Things is also a great read!
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I think that is a very good hypothesis.
@Riggs_martin @RogerLMartin I think the real issue is Argyris’ defensive routines + power dynamics… Top execs don’t want to look foolish by being challenged so they don’t want to co-create steps 2-4. But for their ego & position preservation they need to be the final choice-makers among options!.
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And the SCSP incorporates another few.
@RogerLMartin That’s why I like the SCC, feels like an agglomeration of 5 models but covering all most critical potential failure angles a bad strategy could display. There’s RBV’s capabilities, positioning focus & value proposition, competitive advantage, BHAGs, operating systems… all there.
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That is actually not true, Lethal. I like to agglomerate models. But they have to integrate and add value to make up for the added complexity.
@RogerLMartin Especially for someone like me who likes mixing models - something I know you don't like too much.
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It was totally my mistake for which I apologized. For some reason, I heard Lenny say D'Aveni when he said Rummelt. I answered D'Aveni - whose work I don't like, not Rummelt. Again, totally my bad.
@RogerLMartin In your interview with Lenny you came across as more critical of Rummelt. Or did I misunderstand?.
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No you weren't smart ass. I think this is an interesting line of questioning.
@RogerLMartin You wouldn’t end up with a mess but with some emergent strategy. I’ll re-read The Crux next week and try to reach out to him. ends/.
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Tim Brown and I coined the term Intervention Design in our 2015 #harvardbiz article
@farshadsaadatma @RogerLMartin I call it 'intervention designer' although not everyone likes the word 'intervention'. Screenshot:
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Not sure what you mean. That is a post from last year.
@RogerLMartin Note the date and the stats. Strange.
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That is a good question. I don't know what Rumelt intended on that front. But his stuff generally makes sense to me.
@RogerLMartin with a set of WTP/HTW choices then check they solve the 2nd and 3rd problem. if not revisit the choices. I wonder if Mr Rumelt's approach may not "end up with a strategy mess of conflicting choices — and that will help the status quo maintain its stranglehold" (to quote you).2/2.
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This will be fun!!! Please join in.
What separates ordinary business thinking from true strategic thinking? . In this 10th installment of the Playing to Win / Practitioners Insight LinkedIn Live, @RogerLMartin and I will break down the four key characteristics that define real strategic thinking and explore how
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Agreed. And that comparison rarely happens - because it is soooo embarrassing.
@RogerLMartin One thing I like to do is compare the revenue forecast for the last year of a 5-year "strategic" plan with the original forecast that everyone has forgotten. There usually is something called a gap 🤣. It would be funny to compare the business plans of LBOs with actuals too.
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Just posted my latest Playing to Win/Practitioner Insights piece, this one on how to go on the offensive with innovation. #strategy Enjoy!.
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Help them deal productively with complexity and uncertainty. Telling them they are surrounded by complexity and uncertainly will just make them mad at you.
@apexlearn_org @RogerLMartin Handling complexity and uncertainty is the great filter. But most leaders in established companies aren’t wired in a way to handle the circular nature of solving for complexity.
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Same thing applies. Solve their problems - defined by them not you.
@RogerLMartin And in addition, for someone a bit earlier in their career who is beginning to get more opportunities in senior leadership circles.
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Work on problems. Don't call it strategy. Ask management what bugs them most and help them make a set of decisions that make the problem go away. They will keep coming back for more of your help.
@RogerLMartin How can great strategists (to your definition) position themselves in the corporate space when their idea of what a strategist does is so contrary?.
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I think that there are always non-sequential insights from an outsider that can start a new 'corridor' and then if you ask questions faster, you can stay ahead in that corridor - which Amazon has done.
@RogerLMartin PS: when I say I "struggle" I mean I struggle to fully grasp the metaphor, not that I disagree with it.
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I think that is a good diagnosis. As my friend Mike Porter would say, executives love to imagine producing extraordinary results with ordinary decisions.
@RogerLMartin I have a theory to explain the low adoption rates. In most non-startup organisations, harmony is more important to the CEO than excellence (hence the obsession with psychological safety instead of trust). Choosing to make a plan (where you control all the elements of success).
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Adoption rates are low. Bad news is the world would be better with high adoption. Good news is that it makes the opportunity for great strategist bigger.
@RogerLMartin @RogerLMartin .Any estimates on the adoption of these ideas in the general business population?.It seems that in nearly every conversation that includes these concepts, it's 'brand new thinking' for the other party. At best, they've heard the jargon and can use it in a sentence.
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